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MBA517 - Organizational Management: A Global Perspective > Vocabulary (All Chapters) > Flashcards

Vocabulary (All Chapters) Flashcards

1
Q

chaebols

A

Very large, family-held Korean conglomerates that have considerable political and economic power.

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2
Q

European Union

A

A political and economic community consisting of 28 member states.

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3
Q

foreign direct investment (FDI)

A

Investment in property, plant, or equipment in another country.

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4
Q

globalization

A

The process of social, political, economic, cultural, and technological integration among countries around the world.

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5
Q

international management

A

Process of applying management concepts and techniques in a multinational environment and adapting management practices to different economic, political, and cultural environments.

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6
Q

keiretsu

A

In Japan, an organizational arrangement in which a large, often vertically integrated group of companies cooperate and work closely with each other to provide goods and services to end users; members may be bound together by cross-ownership, long-term business dealings, interlocking directorates, and social ties.

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7
Q

management

A

Process of completing activities efficiently and effectively with and through other people.

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8
Q

maquiladora

A

A factory, the majority of which are located in Mexican border towns, that imports materials and equipment on a duty- and tariff-free basis for assembly or manufacturing and re-export.

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9
Q

Ministry of International Trade and Industry (MITI)

A

A Japanese government agency that identifies and ranks national commercial pursuits and guides the distribution of national resources to meet these goals.

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10
Q

MNC

A

A firm having operations in more than one country, international sales, and a nationality mix of managers and owners.

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11
Q

North American Free Trade Agreement (NAFTA)

A

A free-trade agreement between the United States, Canada, and Mexico that has removed most barriers to trade and investment.

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12
Q

offshoring

A

The process by which companies undertake some activities at offshore locations instead of in their countries of origin.

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13
Q

outsourcing

A

The subcontracting or contracting out of activities to endogenous organizations that had previously been performed by the firm.

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14
Q

Trans-Pacific Partnership (TPP) or Trans-Pacific Partnership Agreement (TPPA)

A

A proposed trade agreement among 12 Pacific Rim countries, including Australia, Brunei, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore, the United States, and Vietnam.

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15
Q

World Trade Organization (WTO)

A

The global organization of countries that oversees rules and regulations for international trade and investment.

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16
Q

act of state doctrine

A

A jurisdictional principle of international law that holds that all acts of other governments are considered to be valid by U.S. courts, even if such acts are illegal or inappropriate under U.S. law.

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17
Q

biotechnology

A

The integration of science and technology to create agricultural or medical products through industrial use and manipulation of living organisms.

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18
Q

civil or code law

A

Law that is derived from Roman law and is found in the non-Islamic and nonsocialist countries.

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19
Q

collectivism

A

The political philosophy that views the needs or goals of society as a whole as more important than individual desires; the tendency of people to belong to groups or collectives and to look after each other in exchange for loyalty.

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20
Q

common law

A

Law that derives from English law and is the foundation of legislation in the United States, Canada, and England, among other nations.

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21
Q

democracy

A

A political system in which the government is controlled by the citizens either directly or through elections.

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22
Q

doctrine of comity

A

A jurisdictional principle of international law that holds that there must be mutual respect for the laws, institutions, and governments of other countries in the matter of jurisdiction over their own citizens.

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23
Q

Foreign Corrupt Practices Act (FCPA)

A

An act that makes it illegal to influence foreign officials through personal payment or political contributions; became U.S. law in 1977 because of concerns over bribes in the international business arena.

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24
Q

individualism

A

The political philosophy that people should be free to pursue economic and political endeavors without constraint; the tendency of people to look after themselves and their immediate family only.

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25
Q

Islamic law

A

Law that is derived from interpretation of the Qur’an and the teachings of the Prophet Muhammad and is found in most Islamic countries.

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26
Q

nationality principle

A

A jurisdictional principle of international law that holds that every country has jurisdiction over its citizens no matter where they are located.

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27
Q

principle of sovereignty

A

An international principle of law that holds that governments have the right to rule themselves as they see fit.

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28
Q

protective principle

A

A jurisdictional principle of international law that holds that every country has jurisdiction over behavior that adversely affects its national security, even if the conduct occurred outside that country.

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29
Q

socialism

A

A moderate form of collectivism in which there is government ownership of institutions, and profit is not the ultimate goal.

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30
Q

socialist law

A

Law that comes from the Marxist socialist system and continues to influence regulations in countries formerly associated with the Soviet Union as well as China.

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31
Q

territoriality principle

A

A jurisdictional principle of international law that holds that every nation has the right of jurisdiction within its legal territory.

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32
Q

totalitarianism

A

A political system in which there is only one representative party, which exhibits control over every facet of political and human life.

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33
Q

corporate governance

A

The system by which business corporations are directed and controlled.

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34
Q

corporate social responsibility (CSR)

A

The actions of a firm to benefit society beyond the requirements of the law and the direct interests of the firm.

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35
Q

ethics

A

The study of morality and standards of conduct.

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36
Q

fair trade

A

An organized social movement and market-based approach that aims to help producers in developing countries obtain better trading conditions and promote sustainability.

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37
Q

nongovernmental organizations (NGOs)

A

Private, not-for-profit organizations that seek to serve society’s interests by focusing on social, political, and economic issues such as poverty, social justice, education, health, and the environment.

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38
Q

sustainability

A

Development that meets humanity’s needs without harming future generations.

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39
Q

achievement culture

A

A culture in which people are accorded status based on how well they perform their functions.

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40
Q

ascription culture

A

A culture in which status is attributed based on who or what a person is.

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41
Q

communitarianism

A

Refers to people regarding themselves as part of a group.

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42
Q

culture

A

Acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior.

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43
Q

diffuse culture

A

A culture in which public space and private space are similar in size and individuals guard their public space carefully because entry into public space affords entry into private space as well.

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44
Q

emotional culture

A

A culture in which emotions are expressed openly and naturally.

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45
Q

femininity

A

A cultural characteristic in which the dominant values in society are caring for others and the quality of life.

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46
Q

GLOBE (Global Leadership and Organizational Behavior Effectiveness)

A

A multicountry study and evaluation of cultural attributes and leadership behaviors among more than 17,000 managers from 951 organizations in 62 countries.

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47
Q

masculinity

A

A cultural characteristic in which the dominant values in society are success, money, and things.

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48
Q

neutral culture

A

A culture in which emotions are held in check.

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49
Q

particularism

A

The belief that circumstances dictate how ideas and practices should be applied and that something cannot be done the same everywhere

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50
Q

power distance

A

The extent to which less powerful members of institutions and organizations accept that power is distributed unequally.

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51
Q

specific culture

A

A culture in which individuals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.

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52
Q

uncertainty avoidance

A

The extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid these.

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53
Q

universalism

A

The belief that ideas and practices can be applied everywhere in the world without modification.

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54
Q

values

A

Basic convictions that people have regarding what is right and wrong, good and bad, and important and unimportant.

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55
Q

ethnocentric predisposition

A

A nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions.

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56
Q

geocentric predisposition

A

A philosophy of management whereby the company tries to integrate a global systems approach to decision making.

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57
Q

globalization imperative

A

A belief that one worldwide approach to doing business is the key to both efficiency and effectiveness.

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58
Q

guanxi

A

In Chinese, it means “good connections.”

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59
Q

parochialism

A

The tendency to view the world through one’s own eyes and perspectives.

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60
Q

polycentric predisposition

A

A philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operations.

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61
Q

regiocentric predisposition

A

A philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.

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62
Q

simplification

A

The process of exhibiting the same orientation toward different cultural groups.

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63
Q

bicultural group

A

A group in which two or more members represent each of two distinct cultures, such as four Mexicans and four Taiwanese who have formed a team to investigate the possibility of investing in a venture.

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64
Q

Eiffel Tower culture

A

A culture that is characterized by strong emphasis on hierarchy and orientation to the task.

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65
Q

family culture

A

A culture that is characterized by a strong emphasis on hierarchy and orientation to the person.

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66
Q

groupthink

A

Social conformity and pressures on individual members of a group to conform and reach consensus.

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67
Q

guided missile culture

A

A culture that is characterized by strong emphasis on equality in the workplace and orientation to the task.

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68
Q

homogeneous group

A

A group in which members have similar backgrounds and generally perceive, interpret, and evaluate events in similar ways.

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69
Q

incubator culture

A

A culture that is characterized by strong emphasis on equality and orientation to the person.

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70
Q

multicultural group

A

A group in which there are individuals from three or more different ethnic backgrounds, such as three American, three German, three Uruguayan, and three Chinese managers who are looking into mining operations in South Africa.

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71
Q

organizational culture

A

Shared values and beliefs that enable members to understand their roles and the norms of the organization.

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72
Q

token group

A

A group in which all members but one have the same background, such as a group of Japanese retailers and a British attorney.

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73
Q

chromatics

A

The use of color to communicate messages

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74
Q

chronemics

A

The way time is used in a culture.

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75
Q

communication

A

The process of transferring meanings from sender to receiver.

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76
Q

context

A

Information that surrounds a communication and helps convey the message.

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77
Q

distributive negotiations

A

Bargaining that occurs when two parties with opposing goals compete over a set value.

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78
Q

downward communication

A

The transmission of information from manager to subordinate.

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79
Q

haptics

A

Communicating through the use of bodily contact.

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80
Q

integrative negotiation

A

Bargaining that involves cooperation between two groups to integrate interests, create value, and invest in the agreement.

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81
Q

intimate distance

A

Distance between people that is used for very confidential communication.

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82
Q

kinesics

A

The study of communication through body movement and facial expression.

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83
Q

monochronic time schedule

A

A time schedule in which things are done in a linear fashion.

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84
Q

negotiation

A

Bargaining with one or more parties for the purpose of arriving at a solution acceptable to all.

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85
Q

nonverbal communication

A

The transfer of meaning through means such as body language and the use of physical space.

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86
Q

oculesics

A

The area of communication that deals with conveying messages through the use of eye contact and gaze.

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87
Q

perception

A

A person’s view of reality.

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88
Q

personal distance

A

In communicating, the physical distance used for talking with family and close friends.

89
Q

polychronic time schedule

A

A time schedule in which people tend to do several things at the same time and place higher value on personal involvement than on getting things done on time.

90
Q

proxemics

A

The study of the way people use physical space to convey messages.

91
Q

public distance

A

In communicating, the distance used when calling across the room or giving a talk to a group.

92
Q

social distance

A

In communicating, the distance used to handle most business transactions.

93
Q

upward communication

A

The transfer of meaning from subordinate to superior.

94
Q

administrative coordination

A

Strategic formulation and implementation in which the MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economically or politically-driven strategy.

95
Q

base of the pyramid strategy

A

Strategy targeting low-income customers in developing countries.

96
Q

born-global firms

A

Firms that engage in significant international activities shortly after being established.

97
Q

economic imperative

A

A worldwide strategy based on cost leadership, differentiation, and segmentation.

98
Q

environmental scanning

A

The process of providing management with accurate forecasts of trends related to external changes in geographic areas where the firm currently is doing business or is considering setting up operations.

99
Q

global integration

A

The production and distribution of products and services of a homogeneous type and quality on a worldwide basis.

100
Q

global strategy

A

Integrated strategy based primarily on price competition.

101
Q

international entrepreneurship

A

A combination of innovative, proactive, and risk-seeking behavior that crosses national boundaries and is intended to create value for organizations.

102
Q

international strategy

A

Mixed strategy combining low demand for integration and responsiveness.

103
Q

key success factor (KSF)

A

A factor necessary for a firm to effectively compete in a market niche.

104
Q

multi-domestic strategy

A

Differentiated strategy emphasizing local adaptation.

105
Q

national responsiveness

A

The need to understand the different consumer tastes in segmented regional markets and respond to different national standards and regulations imposed by autonomous governments and agencies.

106
Q

political imperative

A

Strategic formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches.

107
Q

quality imperative

A

Strategic formulation and implementation using strategies of total quality management to meet or exceed customers’ expectations and continuously improve products or services.

108
Q

strategic management

A

The process of determining an organization’s basic mission and long-term objectives, then implementing a plan of action for attaining these goals.

109
Q

strategy implementation

A

The process of providing goods and services in accord with a plan of action.

110
Q

transnational strategy

A

Integrated strategy emphasizing both global integration and local responsiveness.

111
Q

alliance

A

Any type of cooperative relationship among different firms.

112
Q

centralization

A

A management system in which important decisions are made at the top

113
Q

decentralization

A

Pushing decision making down the line and getting the lower-level personnel involved.

114
Q

formalization

A

The use of defined structures and systems in decision making, communicating, and controlling.

115
Q

franchise

A

A business arrangement under which one party (the franchisor) allows another (the franchisee) to operate an enterprise using its trademark, logo, product line, and methods of operation in return for a fee.

116
Q

global area division

A

A structure under which global operations are organized on a geographic rather than a product basis.

117
Q

global functional division

A

A structure that organizes worldwide operations primarily based on function and secondarily on product.

118
Q

global product division

A

A structural arrangement in which domestic divisions are given worldwide responsibility for product groups.

119
Q

horizontal specialization

A

The assignment of jobs so that individuals are given a particular function to perform and tend to stay within the confines of this area.

120
Q

international division structure

A

A structural arrangement that handles all international operations out of a division created for this purpose.

121
Q

joint venture (JV)

A

An agreement under which two or more partners own or control a business.

122
Q

license

A

An arrangement that allows one party to use an industrial property right in exchange for payment to the owning party.

123
Q

merger/acquisition

A

The cross-border purchase or exchange of equity involving two or more companies.

124
Q

mixed organization structure

A

A structure that is a combination of a global product, area, or functional arrangement.

125
Q

specialization

A

An organizational characteristic that assigns individuals to specific, well-defined tasks.

126
Q

transnational network structure

A

A multinational structural arrangement that combines elements of function, product, and geographic designs, while relying on a network arrangement to link worldwide subsidiaries.

127
Q

vertical specialization

A

The assignment of work to groups or departments where individuals are collectively responsible for performance.

128
Q

wholly owned subsidiary

A

An overseas operation that is totally owned and controlled by an MNC.

129
Q

conglomerate investment

A

A type of high-risk investment in which goods or services produced are not similar to those produced at home.

130
Q

expropriation

A

The seizure of businesses by a host country with little, if any, compensation to the owners.

131
Q

horizontal investment

A

An MNC investment in foreign operations to produce the same goods or services as those produced at home.

132
Q

indigenization laws

A

Laws that require nationals to hold a majority interest in an operation.

133
Q

integrative techniques

A

Techniques that help the overseas operation become a part of the host country’s infrastructure.

134
Q

macro political risk analysis

A

Analysis that reviews major political decisions likely to affect all enterprises in the country.

135
Q

micro political risk analysis

A

Analysis directed towards government policies and actions that influence selected sectors of the economy or specific foreign businesses in the country.

136
Q

operational risks

A

Government policies and procedures that directly constrain management and performance of local operations.

137
Q

ownership-control risks

A

Government policies or actions that inhibit ownership or control of local operations.

138
Q

political risk

A

The unanticipated likelihood that a business’s foreign investment will be constrained by a host government’s policy.

139
Q

proactive political strategies

A

Lobbying, campaign financing, advocacy, and other political interventions designed to shape and influence the political decisions prior to their impact on the firm.

140
Q

protective and defensive techniques

A

Techniques that discourage the host government from interfering in operations.

141
Q

terrorism

A

The use of force or violence against others to promote political or social views.

142
Q

transfer risks

A

Government policies that limit the transfer of capital, payments, production, people, and technology in and out of the country.

143
Q

vertical investment

A

The production of raw materials or intermediate goods that are to be processed into final products.

144
Q

assessment center

A

An evaluation tool used to identify individuals with potential to be selected or promoted to higher-level positions.

145
Q

codetermination

A

A legal system that requires workers and their managers to discuss major decisions.

146
Q

controlling

A

The process of evaluating results in relation to plans or objectives and deciding what action, if any, to take.

147
Q

decision making

A

The process of choosing a course of action among alternatives.

148
Q

direct controls

A

The use of face-to-face or personal meetings for the purpose of monitoring operations.

149
Q

empowerment

A

The process of giving individuals and teams the resources, information, and authority they need to develop ideas and effectively implement them.

150
Q

honne

A

A Japanese term that means “what one really wants to do.”

151
Q

indirect controls

A

The use of reports and other written forms of communication to control operations.

152
Q

kaizen

A

A Japanese term that means “continuous improvement”.

153
Q

profit

A

The amount remaining after all expenses are deducted from total revenue.

154
Q

quality control circle (QCC)

A

A group of workers who meet on a regular basis to discuss ways of improving the quality of work.

155
Q

return on investment (ROI)

A

Return measured by dividing profit by assets.

156
Q

ringisei

A

A Japanese term that means “decision making by consensus”.

157
Q

tatemae

A

A Japanese term that means “doing the right thing” according to the norm.

158
Q

total quality management (TQM)

A

An organizational strategy and the accompanying techniques that result in the delivery of high-quality products or services to customers.

159
Q

achievement motivation theory

A

A theory that holds that individuals can have a need to get ahead, to attain success, and to reach objectives.

160
Q

content theories of motivation

A

Theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior.

161
Q

equity theory

A

A process theory that focuses on how motivation is affected by people’s perception of how fairly they are being treated.

162
Q

esteem needs

A

Needs for power and status.

163
Q

expectancy theory

A

A process theory that postulates that motivation is influenced by a person’s belief that (a) effort will lead to performance, (b) performance will lead to specific outcomes, and (c) the outcomes will be of value to the individual.

164
Q

extrinsic

A

A determinant of motivation by which the external environment and result of the activity are of greater importance due to competition and compensation or incentive plans.

165
Q

goal-setting theory

A

A process theory that focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation.

166
Q

hygiene factors

A

In the two-factor motivation theory, job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration.

167
Q

intrinsic

A

A determinant of motivation by which an individual experiences fulfillment through carrying out an activity and helping others.

168
Q

job design

A

A job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization.

169
Q

job-content factors

A

In work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself.

170
Q

job-context factors

A

In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions.

171
Q

karoshi

A

A Japanese term that means “overwork” or “job burnout”.

172
Q

motivation

A

A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives.

173
Q

motivators

A

In the two-factor motivation theory, job-content factors such as achievement, recognition, responsibility, advancement, and the work itself.

174
Q

physiological needs

A

Basic physical needs for water, food, clothing, and shelter.

175
Q

process theories of motivation

A

Theories that explain work motivation by how employee behavior is initiated, redirected, and halted.

176
Q

safety needs

A

Desires for security, stability, and the absence of pain.

177
Q

self-actualization needs

A

Desires to reach one’s full potential, to become everything one is capable of becoming as a human being.

178
Q

social needs

A

Desires to interact and affiliate with others and to feel wanted by others.

179
Q

sociotechnical designs

A

Job designs that blend personnel and technology.

180
Q

two-factor theory of motivation

A

A theory that identifies two sets of factors that influence job satisfaction: hygiene factors and motivators

181
Q

work centrality

A

The importance of work in an individual’s life relative to other areas of interest.

182
Q

authoritarian leadership

A

The use of work-centered behavior designed to ensure task accomplishment.

183
Q

charismatic leaders

A

Leaders who inspire and motivate employees through their charismatic traits and abilities.

184
Q

leadership

A

The process of influencing people to direct their efforts toward the achievement of some particular goal or goals.

185
Q

participative leadership

A

The use of both work- or task-centered and people-centered approaches to leading subordinates.

186
Q

paternalistic leadership

A

The use of work-centered behavior coupled with a protective employee-centered concern.

187
Q

positive organizational scholarship (POS)

A

A method that focuses on positive outcomes, processes, and attributes of organizations and their members.

188
Q

Theory X manager

A

A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

189
Q

Theory Y manager

A

A manager who believes that under the right conditions, people not only will work hard but will seek increased responsibility and challenge.

190
Q

Theory Z manager

A

A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.

191
Q

transactional leaders

A

Individuals who exchange rewards for effort and performance and work on a “something for something” basis.

192
Q

transformational leaders

A

Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things.

193
Q

variety amplification

A

The creation of uncertainty and the analysis of many alternatives regarding future action.

194
Q

variety reduction

A

The limiting of uncertainty and the focusing of action on a limited number of alternatives.

195
Q

adaptability screening

A

The process of evaluating how well a family is likely to stand up to the stress of overseas life.

196
Q

balance-sheet approach

A

An approach to developing and expatriate compensation package that ensures the expat is “made whole” and does not lose money by taking the assignment.

197
Q

cafeteria approach

A

An approach to developing and expatriate compensation package that entails giving the individual a series of options and letting the person decide how to spend the available funds.

198
Q

cultural assimilator

A

A programmed learning technique designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another culture.

199
Q

ethnocentric MNC

A

An MNC that stresses nationalism and often puts home-office people in charge of key international management positions.

200
Q

ethnocentrism

A

The belief that one’s own way of doing things is superior to that of others.

201
Q

expatriates

A

Managers who live and work outside their home country. They are citizens of the country where the multinational corporation is headquartered.

202
Q

geocentric MNC

A

An MNC that seeks to integrate diverse regions of the world through a global approach to decision making.

203
Q

home-country nationals

A

Expatriate managers who are citizens of the country where the multinational corporation is headquartered.

204
Q

host-country nationals

A

Local managers who are hired by the MNC.

205
Q

inpatriates

A

Individuals from a host country or third-country nationals who are assigned to work in the home country.

206
Q

international selection criteria

A

Factors used to choose personnel for international assignments.

207
Q

learning

A

The acquisition of skills, knowledge, and abilities that result in a relatively permanent change in behavior.

208
Q

localization

A

An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals.

209
Q

lump-sum method

A

An approach to developing an expatriate compensation package that involves giving the expatriate a predetermined amount of money and letting the individual make his or her own decisions regarding how to spend it.

210
Q

polycentric MNC

A

An MNC that places local nationals in key positions and allows these managers to appoint and develop their own people.

211
Q

positive organizational behavior (POB)

A

The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace.

212
Q

regiocentric MNC

A

An MCN that relies on local managers from a particular geographic region to handle operations in and around that area.

213
Q

regional system

A

An approach to developing and expatriate compensation package that involves setting a compensation system for all expats who are assigned to a particular region and paying everyone in accord with that system.

214
Q

repatriation

A

The return to one’s home country from an overseas management assignment.

215
Q

repatriation agreements

A

Agreements whereby the firm tells an individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable.

216
Q

third-country nationals (TCNs)

A

Managers who are citizens of countries other than the country in which the MNC is headquartered or the one in which the managers are assigned to work by the MNC.

217
Q

training

A

The process of altering employee behavior and attitudes in a way that increases the probability of goal attainment.

218
Q

transition strategies

A

Strategies used to help smooth the adjustment from an overseas to a stateside assignment.

219
Q

validity

A

The quality of being effective, of producing the desired results. A valid test or selection technique measures what it is intended to measure.

MBA517 - Organizational Management: A Global Perspective (1 decks)

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