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CCT112 Midterm Flashcards

1
Q

Manager?

A
  • coordinates and oversees the work of other people
  • ensures organizational goals can be accomplished
  • gets things done
  • prepares strategic vision, breaks down vision
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2
Q

Levels of Managtent

A
  • Top Managers: (makes organization-wide decisions, establishes plans, goals all affecting the whole organization)
  • Middle Managers: (manage work of first-line managers)
  • First-Line Managers: manage work of non-managerial employees
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3
Q

Organization

A

deliberate arrangement of people to accomplish some specific purpose
- net profit, firms, hospital

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4
Q

Characteristics of Organizations

A
  • Distinct Purpose
  • Deliberate Structure
  • People
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5
Q

Why are Managers Important?

A
  • critical to get things done
  • leads a chain of command
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6
Q

Managment

A

coordinating, and overseeing work activities of others, so everything is completed efficiently and effectively

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7
Q

Efficiency

A

doing things right
- getting most output from least amount of input

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8
Q

Effectiveness

A

doing the right things
- attaining organizational goals

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9
Q

Management Functions

A

Planning: defining goals, establishing strategies to reach goals, developing plans to integrate and coordinate activities

Organizing: arranging and structuring work to accomplish goals

Leading: working with and through people to accomplish goals

Controlling: monitoring, comparing and correcting work

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10
Q

Mintzberg’s Managerial Roles

A

Roles: specific actions or behaviours expected of and exhibited by a manager

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11
Q

What did Mintzberg do?

A

identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making

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12
Q

Types of Roles

A

Interpersonal
- figurehead, leader, liason

Informational
- monitor, disseminator, spokesperson

Decisional
- entrepreneur, disturbance handler, recourse allocator, negotiator

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13
Q

Management Skills

A

Technical Skills
- knowledge and proficiency in a specific field

Human Skills
- ability to work well with other people

Conceptual Skills
- ability to think and conceptualize about abstract and complex situations concerning the organization

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14
Q

Challenges Managers Today into the Future? (6)

A

Technology
- must get employees on board with new tech
- oversee social interactions and use collaborative tech

Disruptive Innovation
- new products and processes that change the rules of the game

Social Media
- forms of electronic communication where users create online communities sharing ideas, information, personal messages

Ethics
- unethical business practices are seen in the news
- i.e… pharmaceutical firms raising drug prices 500%
- survival depends on building trust w customers, clients, employees

Political Uncertainty

Customer
- wo customer organizations would cease to exist
- demographics have a significant impact on how managers manage

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15
Q

Reality of Work

A

when u start working u will either manage or be managed

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16
Q

Decision

A

A choice between two or more alternatives

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17
Q

Decision-Making Criteria (8)

A
  1. identify a problem
  2. identify decision criteria
    - factors that are important to resolving the problem
  3. allocate weights to the criteria
    - criteria aren’t equally important, decide what weighs more and give priority accordingly
  4. develop alternatives
    - list ways to solve the problem
  5. analyze alternatives
  6. select an alternative
  7. implement alternative
  8. evaluate decision effectiveness
    - what was the outcome? Was it resolved?
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18
Q

Rational Decision Making

A

Choices that are logical, consistent, and maximize value

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19
Q

Bounded Rationality

A

Decision-making that’s rational but limited by an individual’s ability to process information

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20
Q

satisfice

A

accepting solutions that are “good-enough”

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21
Q

Intuative Decision Making

A

making decisions based on experience, feelings, and accumulated judgment

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22
Q

Evidence-based Managment

A

systematic use of the best available evidence to improve management practice

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23
Q

Croudsourcing

A

decision making approach where you discuss ideas and input from network of ppl outside traditional decision-makers

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24
Q

Types of Decisions
Structured Problems & Programmed Decisions

A

Structured Problems: straight forward, familiar, easily defined problems

Programmed Decisions: repetitive decisions can be easily handled by routine approach

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25
Tyeps of Programmed Decisions
Procedure: series of steps used to respond to a well-structured problem Rule: explicit statement tells managers what they can and can't do Policy: a guideline for making decisions
26
Types of Decisions Unstructured Problems & NonProgrammed Decisions
Unstructured Problems: new or unusual, information is ambiguous or incomplete Nonprogrammed Decisions: unique and nonrecurring, custom made decisions
27
4 Styles of Decision Making
directive, analytic, conceptual, and behavioural
28
Heuristics
"rule of thumb" can help make sense of complex, uncertain, or ambiguous information
29
Cutting Edge Decision Making: Design Thinking
approaching management problems as designers approach design problems - Collaborative, integrative, rational & emotional, out of the box
30
Cutting Edge Decision Making: Big Data & AI
- big data is big and complicated data sets - big data opened the door to the use of artificial intelligence
31
Big Data
quantifiable data analyzed by data processing - powerful tool in decision making
32
Machine Learning
Data analysis that automates analytical model building
33
Deep Learning
- machine learning uses algorithms - artificial neural networks simulated brain fucntion
34
Analytics
Use of mathematics, stats, predictive modelling machine learning to find patterns in data set
35
Omnipotent View
managers are directly responsible for an organization’s success or failure
36
Symbolic View
organization’s success or failure is due to external forces outside managers’ control
37
environments - dynamic or stable
Dynamic: environments change frequently stable: environments change very little
38
Specific Environment
part of the environment directly relevant to the achievement of organizational goals - suppliers, customers, competitors
39
Organizational Culture
shared values, principles, traditions, ways of doing things influencing how members act and differentiate one organization from the other
40
Organizational Culture
Shared values, principles, traditions, and ways of doing things influence how members act and differentiate one organization from the other
41
identifying organizations culture
background check, physical surroundings, HR
42
6 dimensions of organizational culture
adaptability, attention to detail, outcome orientation, people orientation, team orientation, integrity
43
Globalization
developing influence or operations in other countries
44
Nationalism
patriotic ideals and policies glorifying a country's values
45
Parochialism (Monolingualism)
- viewing the world through your own perspectives - inability to recognize differences between people
46
Ethocentric
view that home country has the best work practices
47
Polycentric
Managers in the host country know the best approaches
48
Geocentric
world-oriented view; wants to use best practices from around the globe
49
Free Market Economy
an economic system where resources are primarily owned and controlled by the private sector
50
Planned Economy:
economic system where economic decisions are planned by a central government
51
National Culture—
- values and attitudes shared by individuals from a specific country - shapes behavior and beliefs about what is important
52
Global Leadership and Organizational Behaviour Effectiveness (GLOBE)
- Power distance - Uncertainty avoidance - Assertiveness - Humane orientation - Future orientation - Institutional collectivism - Gender differentiation - In-group collectivism - Performance orientation
53
Work Diversity
people in an organization are different from and similar to one another
54
Surface-level diversity
Differences that may trigger certain stereotypes but that do not necessarily reflect the ways people think or feel
55
Deep-levl diversity
differences in values, personality, work preferences
56
Bias
tendency or preference toward a particular perspective or ideology
57
Prejudice
preconceived belief, opinion, or judgment toward a person or a group of people
58
stereotyping
judging a person based on a perception of a group to which that person belongs
59
discriminating
when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice
60
Glass Ceiling
An invisible barrier that separates women and minorities from top management positions - lack of mentoring - sex stereotyping - perceptions of family–work conflict
61
Mentoring
an experienced organizational member (a mentor) provides advice and guidance to a less experienced member (a protégé)
62
Diversity skills training
specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace
63
Social obligation
- firm engages in social actions bc of obligations to meet certain economic and legal responsibilities
64
Classical view
management’s only social responsibility is to maximize profits
65
Socioeconomic view
managers’ social responsibilities go beyond making profits to include protecting and improving society’s welfare
66
Social responsiveness
company engages in social actions in response to some popular social need
67
Social responsibility
A business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society
68
Green management
managers consider the impact of their organization on the natural environment
69
Information system for sustainability
Information Systems (IS) have the potential to solve several sustainability issues - smart cities
70
Green IS
focuses more on environmental and economic sustainability
71
Ethics
Principles, values, and beliefs that define right and wrong behaviour
72
Code of ethics:
formal statement of an organization’s primary values and the ethical rules it expects its employees to follow
73
Independent social audits
evaluate decisions and management practices in terms of the organization’s code of ethics
74
Whistle-blower
an individual who raises ethical concerns or issues to others - Managers retaliating against whistle-blowers could face a ten-year prison sentence
75
Social entrepreneur
individual or organization that seeks out opportunities to improve society by using practical, innovative, and sustainable approaches
76
Corporate philanthropy:
can be an effective way for companies to address societal problems

Midterm Flashcrads (40 decks)

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