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Management > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Archie B Carrolls social responsibility pyramid

A

1) philanthropic responsibility -> be a good global corporate citizen
2) ethical responsibility -> be ethical in its practices
3) legal responsibility -> obey the law
4) economic responsibility -> make a profit

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2
Q

Culture shock

A
  • the feeling of discomfort and disorientation associated with being in an unfamiliar culture
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3
Q

Multinational corporation

A
  • or multinational enterprise

- a business firm with operations in several countries

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4
Q

Ponzi scheme

A
  • using cash from newer investors to pay off older ones
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5
Q

The three primary attitudes among international managers

A

1) ethnocentric
2) polycentric
3) geocentric

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6
Q

E-commerce

A
  • electronic commerce, the buying and selling of products and services through computer networks
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7
Q

Knowledge management

A
  • the implementing of systems and practices to increase the sharing of knowledge and information throughout an organization
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8
Q

Three types of managerial roles (Mintzberg)

A
  • Henry Mintzberg

1) interpersonal
2) informational
3) decisional

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9
Q

Climate change

A
  • refers to major changes in temperature, precipitation, wind patterns and similar matters occurring over several decades
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10
Q

Expatriates

A
  • people living or working in a foreign country
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11
Q

Organizations

A
  • people who work together to achieve a specific purpose
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12
Q

For-profit, or business, organizations

A
  • for making money

- organizations are formed to make money, or profits, by offering products or services

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13
Q

Geocentric managers

A
  • what’s best is what’s effective regardless of origin
  • accept that there are differences and similarities between home and foreign personnel practices and that they should use whatever techniques are most effective
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14
Q

Global warming

A
  • one aspect of climate change, refers to the rise in global average temperature near the earths surface, caused mostly by increasing concentrations in the atmosphere of greenhouse gases, such as carbon emissions from fossil fuels
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15
Q

Being good pays off by:

A

1) effect on customers

2) effect on employees work effort

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16
Q

Variations in six basic culture areas

A

1) language
2) interpersonal space
3) communication
4) time orientation
5) religion
6) law and political stability

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17
Q

Rewards of studying management

A

1) you will understand how to deal with organizations from the outside
2) you will understand how to relate to your supervisors
3) you will understand how to act with your coworkers
4) you will understand how to manage yourself in the workplace
5) fringe benefits such as health insurance or stock options
6) privileges ex a parking space
7) the ability to earn more than most workers

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18
Q

The rewards of practicing management

A

1) you and your employees can experience a sense of accomplishment
2) you can stretch your abilities and magnify your range
3) you can build a catalog of successful products or services
4) you can become a mentor and help others

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19
Q

The moral rights approach

A
  • respecting fundamental rights shared by everyone

- ethical behavior is guided by respect for the fundamental rights of human beings

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20
Q

Sustainable comparative advantage occurs when an organization can get and stay ahead on four areas

A

1) in being responsive to customers
2) in innovating
3) in quality
4) in effectiveness

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21
Q

Two types of managers for organizations

A

1) functional manager

2) general manager

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22
Q

Institutional collectivism

A
  • the extent to which individuals are encouraged and rewarded for loyalty to the group as opposed to pursuing individual goals
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23
Q

Planning

A
  • setting goals and deciding how to achieve them

- coping with uncertainty by formulating future courses of action to achieve specified results

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24
Q

Triple bottom line

A
  • representing people, planet and profit measures an organizations social, environmental and financial performance
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25
Q

Leading

A
  • motivating, directing and otherwise influencing people to work hard to achieve the organizations goals
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26
Q

Power distance

A
  • expresses the degree in which a society’s members expect power to be unequally shared
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27
Q

Informational roles

A
  • most important part of a managers job
  • they receive and communicate information with other people inside and outside the organization

Ex: monitor, disseminator and spokesperson

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28
Q

Four levels of management

A

1) top manager
2) middle manager
3) first-line managers
4) team leaders

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29
Q

Decisional roles

A
  • managers use information to make decisions to solve problems or take advantages of opportunities

The four decision making roles:
Ex: entrepreneur, disturbance handler, resource allocator and negotiator

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30
Q

Foreign corrupt practices act

A
  • makes it illegal for employees of US companies to make questionable or dubious contributions to political decision makers in foreign nations
  • can not participate in overseas corruption, or bribes
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31
Q

Ethical dilemma

A
  • a situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal
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32
Q

Tactical planning

A
  • middle management
  • they determine what contributions their departments or similar work units can make with their given resources during the next 6-24 months
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33
Q

The most valued traits in managers

A

1) the ability to motivate and engage others
2) the ability to communicate
3) work experience outside of the United States
4) high energy levels to meet the demands of global travel and a 24/7 world

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34
Q

The GLOBE projects nine cultural dimensions

A

1) power distance
2) uncertainty avoidance
3) institutional collectivism
4) in group collectivism
5) gender egalitarianism
6) assertiveness
7) future orientation
8) performance orientation
9) humane orientation

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35
Q

Profit in triple bottom line

A
  • organization includes the cost of pollution, worker displacement and other factors in financial calculations
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36
Q

Social media

A
  • internet based and mobile technologies such as Facebook and Twitter for generating interactive dialogue with others on a network
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37
Q

Two types of entrepreneurship

A

1) entrepreneur

2) intrapreneur

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38
Q

Human skills

A
  • soft skills, the ability to interact well with people
  • consist of the ability to work well in cooperation with other people to get things done especially with people in teams
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39
Q

Whistle-blower

A
  • an employee, or even an outside consultant, who reports organizational misconduct to the public (health and safety matters, waste, corruption or overcharging of customers)
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40
Q

People in triple bottom line

A
  • organization has a responsibility to its employees and to the wider community
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41
Q

Code of ethics

A
  • consists of a formal written set of ethical standards guiding an organizations actions
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42
Q

High touch jobs

A
  • dealing with people rather than computer screens or voice response systems
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43
Q

Planning/control cycle

A
  • describes a constant feedback loop designed to ensure plans stay in the right direction
  • two planning steps (1 and 2)
  • two controlling steps (3 and 4)
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44
Q

Three types of organizations

A

1) for-profit
2) nonprofit
3) mutual-benefit

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45
Q

MBO cascade hierarchy

A

1) top managers set organizational objectives
2) translated to divisional objectives
3) translated to departmental objectives
4) ends with Individual objectives set by each employee

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46
Q

Management

A
  • the pursuit of organizational goals efficiently and effectively
  • integrating the work of people through planning, organizing, leading and controlling the organizations resources
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47
Q

Global economy

A
  • the increasing tendency of the economies of the world to interact with one another as one market instead of many national markets
  • downfall is jobs are lost
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48
Q

Globalization

A
  • the trend of the world economy toward becoming a more interdependent system
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49
Q

Nonprofit organizations

A
  • for offering services
  • managers in non profit organizations are known as administrators
  • their purpose is to offer services to SOME clients, not to make a profit
  • can operate in public or private sector

Ex: hospitals, colleges, and social welfare agencies

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50
Q

Planning

A
  • setting goals and deciding how to achieve them
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51
Q

E-business

A
  • using the Internet to facilitate every aspect of running a business
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52
Q

Three levels of personal moral development (Laurence Kohlberg)

A

1) level 1 - preconventional
2) level 2 - conventional
3) level 3 - postconventional

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53
Q

The four management functions

A
  • also called the four management functions

1) planning
2) organizing
3) leading
4) controlling

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54
Q

The sarbanes-oxley act of 2002

A
  • often shortened to SarbOx, or SOX
  • established requirements for proper financial record keeping for public companies and penalties of as much as 25 years in prison for noncompliance
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55
Q

Philanthropy

A
  • making charitable donations to benefit humankind
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56
Q

An organizations mission

A
  • it’s purpose or reason for being
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57
Q

Planet in triple bottom line

A
  • organization is committed to sustainable (green) environmental practices
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58
Q

Databases

A
  • computerized collections of interrelated files
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59
Q

Interpersonal roles

A
  • mangers interact with people inside and outside their work units

Ex: figurehead, leader and liaison activities

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60
Q

Two important organizational values that can conflict

A

1) the value system stressing financial performance

2) the value system stressing cohesion and solidarity in employee relationships

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61
Q

A Nations Culture

A
  • the shared set of beliefs, values, knowledge and patterns of behavior common to a group of people
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62
Q

Value system

A
  • the pattern of values within an organization
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63
Q

Assertiveness

A
  • the extent to which a society expects people to be confrontational and competitive as opposed to tender and modest
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64
Q

In group collectivism

A
  • extent to which people should take pride in being members of their family, circle of close friends, and their work organization
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65
Q

Organizing

A
  • arranging tasks, people and other resources to accomplish work
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66
Q

The two planning steps

A

1) make the plan

2) carry out the plan

67
Q

Insider trading

A
  • the illegal trading of a company’s stock by people using confidential company information
68
Q

Corporate governance

A
  • the system of governing a company so that the interests of corporate owners and other stakeholders are protected
69
Q

Three important developments of the world

A

1) the rise of the global village and e-commerce
2) the world becoming one market instead of many national ones
3) the rise of both mega firms and Internet-enabled mini-firms worldwide

70
Q

Artificial intelligence

A
  • the discipline concerned with creating computer systems that simulate human reasoning and sensation
71
Q

Ethical behavior

A
  • behavior that is accepted as right as opposed to wrong according to the standards of ethics
72
Q

Performance orientation

A
  • the extent to which society encourages and rewards its members for performance improvement and excellence
73
Q

Cascading objectives down through the organization

A
  • MBO works by this

- objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization

74
Q

Ethical climate

A
  • represents employees perceptions about the extent to which work environments support ethical behavior
75
Q

Four options when communicating across cultures

A

1) you can speak your own language
2) you can use a translator
3) you can try using a translation app
4) you can learn the local language

76
Q

Efficient

A
  • to use resources (people, money, raw materials) wisely and cost effectively
  • the means of attaining the organizations goals
77
Q

Entrepreneurship

A
  • the process of taking risks to create a new enterprise
78
Q

Competitive advantage

A
  • the ability of a organization to produce goods and services more effectively than competitors do, thereby outperforming them
79
Q

Sustainability

A
  • economic development that meets the needs of the present without compromising the ability of the future generations to meet their own needs
80
Q

The Management Process

A
  • what you as a manager do to “get things done” and achieve the stated goals of your organization
81
Q

Start-up

A
  • a newly created company designed to grow fast
82
Q

The two control steps

A

1) control the direction by comparing the results with the plan

2) control the direction by taking corrective actions in two ways
a. By correcting deviations in the plan being carried out(return to step 2 of planning)
b. By improving future plans (go to step 1 of planning and start over)

83
Q

Project management software

A
  • programs for planning and scheduling the people, costs and resources to complete a project on time
84
Q

Middle managers

A
  • implement the policies and plans
  • implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below them
  • have “high touch” jobs

Ex: plant manager, district manager, regional manager

85
Q

Minifirms operating world wide results in:

A

1) small companies can get started more easily

2) small companies can maneuver faster

86
Q

Three types of planning for three levels of management

A

1) strategic
2) tactical
3) operational

87
Q

Conceptual skills

A
  • the ability to think analytically
  • consists of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together
  • more important as you move up the management ladder such as top managers
88
Q

Social audit

A
  • a systematic assessment of a company’s performance in implementing socially responsible programs, often based in predefined goals
  • evaluates success in the triple bottom line
89
Q

Mission statement

A
  • expresses the purpose of the organization, what it will provide
90
Q

Business plan

A
  • a document that outlines a proposed firms goals, the strategy for achieving them and the standards for measuring success
91
Q

Technical skills

A
  • the ability to perform a specific job
  • consists of the job-specific knowledge needed to perform well in a specialized field
  • most important at lower management levels, such as among employees in their first professional job and first line managers
92
Q

Happiness

A
  • getting what you want, or having your desires fulfilled
93
Q

Telecommute

A
  • work from home or remote locations using a variety of information technologies
94
Q

The justice approach

A
  • respecting impartial standards of fairness
  • ethical behavior is guided by respect for impartial standards and equity

Ex: sexual harassment cases are handled impartially regardless of age, sex, etc

95
Q

General managers

A
  • responsible for several organizational activities

Ex: executive Vice President

96
Q

Email

A
  • electronic-mail messages and documents transmitted over a computer network
97
Q

High context culture

A
  • people rely heavily on situational cues for meaning when communicating with others
  • relies on nonverbal cues such as another persons official position, status or family connections

Ex: China, Korea, Japan, Vietnam, Mexico

98
Q

Soft skills

A
  • the ability to motivate, to inspire trust, to communicate with others
  • a necessary trait for managers of all levels
99
Q

Big data

A
  • stores of data so vast that conventional database management systems cannot handle them
100
Q

Collaborative computing

A
  • using state of the art computer software and hardware, will help people work better together
101
Q

Multinational organizations

A
  • nonprofit organizations with operations in several countries
102
Q

Risks an organization might anticipate abroad:

A

1) instability
2) expropriation
3) corruption
4) labor abuses

103
Q

Ethnocentric managers

A
  • Believe that their native country, culture, language and behavior are superior to all others
  • we know best
104
Q

Low context culture

A
  • shared meanings are primarily derived from written and spoken words

Ex: North America, Great Britain, Scandinavia, Germany or Switzerland

105
Q

Effectiveness

A
  • to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organizations goals
  • the organizations ends, the goals
106
Q

The utilitarian approach

A
  • for the greatest good
  • ethical behavior is guided by what will result in the greatest good for the greatest amount of people
  • the flaw is it may result in damage to workforce morale and the loss of employees with experience and skills
107
Q

Foreign experience demonstrates

A

1) independence
2) resourcefulness
3) entrepreneurship

108
Q

Innovation

A
  • finding ways to deliver new or better goods or services
109
Q

Four approaches to solving ethical dilemmas

A

1) utilitarian approach
2) individual approach
3) moral rights approach
4) justice approach

110
Q

The GLOBE project

A
  • Robert j house
  • a massive ongoing cross cultural investigation of nine cultural dimensions involved in leadership and organizational processes
  • global leadership and organizational behavior effectiveness
111
Q

Uncertainty avoidance

A
  • the extent to which a society relies on social norms and procedures to alleviate the unpredictability of future events
112
Q

Parochialism

A
  • another word for ethnocentrism

- a narrow view in which people see things solely through their own perspective

113
Q

An Organization should adopt planning and strategic management for three reasons:

A

1) provide direction and momentum
2) encourage new ideas
3) develop a sustainable comparative advantage

114
Q

Vision statement

A
  • top managers formulate

- expresses what the organization should become, where it wants to go strategically

115
Q

Polychronic time

A
  • a preference for doing more than one thing at a time
116
Q

Internal locus of control

A
  • the belief that you control your own destiny and that external forces have little influence
117
Q

Being responsive to customers

A
  • the first law of business is to take care of the customer
118
Q

Future orientation

A
  • the extent to which a society encourages investment in the future, as by planning and saving
119
Q

Generation Y and Generation Z

A

Generation Y: 1977-1989

Generation Z: 1990-2000

120
Q

Texting

A
  • quick text messages exchanged among smartphones
121
Q

Vision

A
  • what do we want to become?
  • a long term goal describing what an organization wants to become, a clear sense of the future and the actions needed to get there
122
Q

Preconventional

A
  • follows rules and obey authority to avoid unpleasant consequences
  • managers are autocratic or coercive, expect employees to listen
123
Q

The individual approach

A
  • for your greatest self interest long term, which will help others
  • ethical behavior is guided by what will result in the individuals best long term interests which ultimately are in everyone’s self interest
  • flaw is that one persons short term self gain may not in fact be good for everyone long term
124
Q

Corporate social responsibility (CSR)

A
  • the notion that corporations are expected to go above and beyond following the law and making a profit
125
Q

Mutual benefit organizations

A
  • for aiding members
  • voluntary collections of members whose purpose is to advance members interests

Ex: political parties, farm co operations, labor unions, trade associations, and clubs

126
Q

Cloud computing

A
  • the storing of software and data on gigantic collections of computers located away from a company’s principle site
127
Q

Commonwealth organizations

A
  • a type of nonprofit organization
  • offers services to ALL clients within their jurisdictions

Ex: military services, U.S. postal service and local NYPD/FDNY

128
Q

Cultural adaptability

A
  • the most important success factor in a foreign assignment

- patience, flexibility and tolerance for others beliefs

129
Q

Entrepreneur

A
  • someone who sees a new opportunity for a product or service and launches a business to try to realize it
130
Q

SMART goal

A

1) specific
2) measurable (quantifiable)
3) attainable (challenging but realistic)
4) results orientated (support the vision)
5) target dates (deadline dates for finishing)

131
Q

Natural capital

A
  • the value of natural resources, such as topsoil, air, water and genetic diversity which humans depend on
132
Q

Controlling

A
  • monitoring performance comparing it with goals, and taking corrective action as needed
133
Q

Postconventional

A
  • guided by internal values
  • managers are independent souls who follow their own values and standards, focusing on the needs of their employees and trying to lead by empowering them
134
Q

Polycentric managers

A
  • take the view that native managers in the foreign offices best understand native personnel practices and so the home office should leave them alone
  • they know best
135
Q

Internet

A
  • the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world
136
Q

Mentor

A
  • an experienced person who provided guidance to someone new to the work world
137
Q

Videoconferencing

A

Using video and audio links along with computers to let people in different locations see, hear and talk with one another

138
Q

Functional manager

A
  • responsible for just one organizational activity

Ex: fitness program manager

139
Q

Business model

A
  • outlines the need the firm will fill, the operations of the business, it’s components and functions, as well as the expected revenues and expenses
140
Q

Strategy

A
  • a large scale action plan that sets the direction for an organization
  • makes a educated guess about what must be done in the long term for the survival or the prosperity of the organization or its principle parts
141
Q

Values

A
  • the relatively permanent and deeply held underlying beliefs and attitudes that help determine a persons behavior

Ex: fairness means hiring to ability not family background

142
Q

The 3 skills exceptional managers need

A

1) technical
2) conceptual
3) human

143
Q

Social responsibility

A
  • a managers duty to take actions that will benefit the interests of society as well as of the organization
144
Q

Strategic planning

A
  • top management
  • they determine what the organizations long term goals should be for the next 1-5 years with the resources they expect to have available
145
Q

Three objectives used in MBO

A

1) improvement objectives
- express performance to be accomplished in a specific way for a specific area
2) personal development objectives
- express personal goals to be realized
3) maintenance objectives
- express the intention to maintain performance at previously established levels

146
Q

Expropriation

A
  • a governments seizure of a domestic or foreign company’s assets
147
Q

Management by Objectives(MBO) (Peter drucker)

A
  • a four step process
  • purpose is to motivate the employee rather than to control the subordinates

1) managers and employees jointly set objectives for the employee
2) managers develop action plans
3) managers and employees periodically review employees performance
4) the manager makes a performance based appraisal and rewards the employee according to the results

148
Q

Gender egalitarianism

A
  • extent to which a society should minimize gender discrimination and role inequalities
149
Q

First line managers

A
  • directing daily tasks
  • make short term operating decisions, directing the daily tasks of non-managerial personnel

Ex: department head, foreman, supervisor*

150
Q

Conventional

A
  • follows expectations of others, generally adheres to the expectations of others in their lives
  • managers lead by encouragement and cooperation, more group/team orientated
151
Q

Meaningfulness

A
  • achieving a valued sense of ones self and ones purpose within the larger context of life and community
152
Q

Multiplier effect

A
  • the managers influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone
153
Q

Intrapreneur

A
  • someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organizations resources to try to realize it
154
Q

Monochronic time

A
  • preference for doing one thing at a time
155
Q

Humane orientation

A
  • represents the degree to which individuals are encouraged to be altruistic, caring, kind, generous and fair
156
Q

Global village

A
  • refers to the shrinking of time and space as air travel and the electronic media have made it easier for the people around the globe to communicate with one another
157
Q

An organization must stay ahead in 4 areas to have the competitive advantage

A

1) being responsive to customers
2) innovation
3) quality
4 efficiency

158
Q

Operational planning

A
  • first-line managers

- they determine how to accomplish specific tasks with available resources within the next 1-52 weeks

159
Q

Team leader

A
  • facilitates team activities

- a manager who is responsible for facilitating team activities toward achieving key results

160
Q

Strategic management

A
  • a process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals
161
Q

Ethics

A
  • the standards of right and wrong that influence behavior
162
Q

Top managers

A
  • determine overall direction
  • make long term decisions about the overall direction of the organization and establish the objectives, policies and strategies for it
163
Q

Mintzbergs findings regarding managers communication

A
  • managers rely more heavily on verbal communication than written

Management (3 decks)

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