Exam 1 Flashcards
1
Q
The ability to think analytically and solve complex problems.
A
Conceptual Skills
2
Q
The process of arousing people’s enthusiasm to work hard and inspiring their efforts to achieve goals.
A
Leading
3
Q
Identifying clear action plan priorities.
A
Agenda Setting
4
Q
Building and maintaining positive relationships with others.
A
Networking
5
Q
Building the capacity to attract support and help from others.
A
Social Capital
6
Q
The ability to use expertise to perform tasks with proficiency.
A
Technical Skills
7
Q
The ability to work well in cooperation with others.
A
Human Skills
8
Q
The process of setting performance objectives and determining actions to accomplish them.
A
Planning
9
Q
The process of assigning tasks, allocating resources, and coordinating work activities.
A
Organizing
10
Q
The process of measuring performance and taking action to ensure desired results.
A
Controlling
11
Q
Understanding moods and emotions.
A
Self-Awareness
12
Q
Thinking before acting and controlling disruptive impulses.
A
Self-Regulation
13
Q
Working hard and persevering.
A
Motivation
14
Q
Understanding the emotions of others.
A
Empathy
15
Q
Gaining rapport and building good relationships.
A
Social Skills
16
Q
Effectively working as a team member and leader.
A
Teamwork
17
Q
Realistically assessing and actively managing personal development.
A
Self-Management
18
Q
The worldwide independence of resource flows, product markets, and business competition.
A
Globalization
19
Q
Contracts for goods and services produced in other countries.
A
Global Sourcing
20
Q
Shifts jobs from one country to another through global outsourcing.
A
Job Migration
21
Q
Moving jobs back from foreign to domestic locations.
A
Reshoring
22
Q
A code of moral standards of conduct for what is ‘good’ and ‘right’.
A
Ethics
23
Q
The oversight of management decisions, corporate strategy, and financial reporting by the Board of Directors.
A
Corporate Governance
24
Q
The composition of a workforce in terms of differences among members.
A
Workforce Diversity
25
Actively denying women and minorities the full benefits of organizational membership.
Discrimination
26
Displaying negative irrational attitudes toward women and minorities.
Prejudice
27
The collective brainpower or shared knowledge of an organization's workforce.
Intellectual Capital
28
Examining individual or organizational Strengths, Weaknesses, Opportunities, and Threats.
SWOT Analysis
29
Organizational structure with excessive paperwork and resistance to change
Bureaucracy
30
Unbroken line of communication from top to bottom in an organization
Scalar Chain Principle
31
Each person receives orders from only one boss
Unity of Command Principle
32
Includes foresight, organization, command, coordination, and control
Five Rules of Management
33
Includes cooperation, authority, division of labor, manpower, capital, feasibility analysis, advertising budget, and conflict resolution
Spaulding's Eight Necessities
34
Focus on human factors in organizations and group dynamics
Hawthorne Studies
35
Hierarchy of physiological, safety, social, esteem, and self-actualization needs
Maslow's Hierarchy of Needs
36
McGregor's contrasting assumptions about worker behavior
Theory X and Theory Y
37
Using data and mathematics for informed decision-making
Quantitative Analysis
38
Organizations interacting with environments to transform inputs into outputs
Open Systems
39
Adapting managerial practices to unique situations
Contingency Thinking
40
Focus on continuous improvement and total quality
Quality Management
41
Making decisions based on factual evidence
Evidence-Based Management
42
That which is "right" or "good" in the context of governing moral code.
Ethical Behavior
43
Broad beliefs about what is appropriate behavior.
Values
44
Preferences about desired end states.
Terminal Values
45
Preferences regarding the means to desired ends.
Instrumental Values
46
Delivers the greatest good to the largest amount of people.
Utilitarian View
47
Which action is in our best interest in the long-term? Can be quite different from the best choice for the short term.
Individualism View
48
Procedural Justice: Rules are applied fairly. Distributive Justice: People are treated the same regardless of personal characteristics. Interactional Justice: People are treated with dignity and respect. Commutative Justice: Transactions are fair and everyone has access to the same information.
Justice View
49
Fundamental rights of all people are respected and protected.
Moral Rights View
50
Justifies a decision if it conforms to local values, laws, and practices.
Cultural Relativism
51
Justifies a decision only if it conforms to the ways of the home country.
Moral Absolutism
52
Personal rules and strategies for making ethical decisions.
Ethical Frameworks
53
Three levels of moral development: preconventional, conventional, and postconventional.
Lawrence Kohlberg
54
In order to have a positive impact on ethical conduct throughout an organization, those at the top must walk the talk.
Management Behavior
55
Chooses to behave unethically.
Immoral Manager
56
Fails to consider ethics.
Amoral Manager
57
Makes ethical behavior a personal goal.
Moral Manager
58
Seeks to help people understand the ethical aspects of decision making and to incorporate high ethical standards into their daily behavior.
Ethics Training
59
Persons who expose organizational misdeeds in order to preserve ethical standards and protect against wasteful, harmful, or illegal acts.
Whistleblowers
60
An organization's obligation to best serve society.
Social Responsibility
61
Integrates corporate social responsibility into business strategy.
Shared Value
62
Individuals, groups, and other organizations that have a direct interest in how well an organization performs.
Stakeholders
63
Often called Corporate Social Responsibility.
CSR
64
How well an organization performs when measured not only on financial criteria, but also on social and environmental ones.
Triple Bottom Line
65
Responsibility increases long-run profits. Reduces business profits and creates higher business costs. Improves public image. Dilutes business purpose.
Socioeconomic View
66
Improves public image. Dilutes business purpose. Businesses have resources and ethical obligations to act responsibly.
Classical View
67
Socially responsible actions lead to improved financial performance.
Virtuous Circle
68
Business model addressing social problems like hunger, illiteracy, and poverty
Social Business
69
Individuals creating businesses to solve pressing social problems
Social Entrepreneurs
70
Evaluation of an organization's performance in various social responsibility areas, ranging from compliance to conviction
Social Responsibility Audit
71
Doing business in a way that respects future generations and their right to natural resources
Sustainability
72
Storehouse of natural resources used to sustain life and produce goods and services for society, including land, water, minerals, and atmosphere
Environmental Capital
73
Ability to locate, retrieve, evaluate, organize, and analyze information for decision-making
Information Competency
74
Understanding and utilizing new technologies effectively
Technological Competency
75
Evaluating and analyzing information to find solutions
Analytical Competency
76
Identifying and taking action to solve problems
Problem Solving
77
Individuals using information to solve problems, often describing managers
Knowledge Workers
78
Situation indicating something is wrong or likely to go wrong
Performance Threat
79
Situation offering a better future if the right steps are taken
Performance Opportunity
80
Applying past solutions to routine problems
Programmed Decisions
81
Crafting specific solutions for unique problems
Non-Programmed Decisions
82
Approaching problems rationally and analytically
Systematic Thinking
83
Approaching problems flexibly and spontaneously
Intuitive Thinking
84
Important at all steps of decision-making, considering ethics and values
Ethical Reasoning
85
Includes cost-benefit analysis, timeliness, acceptability, and ethical soundness
Criteria for Evauluating Alternatives
86
Leads to satisficing decisions by choosing the first satisfactory solution
Behavioral Model
87
Leads to optimizing decisions by choosing the absolute best solution
Classical Model
88
Deals with human limits and biases through critical thinking informed by science and credible sources
Realistic Model
89
Occurs when necessary parties are not included in decision-making
Lack of Participation Error
90
Solving a problem within a perceived context, like positive or negative framing
Framing Error
91
Paying attention only to information confirming a decision already made
Confirmation Error
92
Adding resources to a failing course of action
Escalating Commitment
93
Unexpected problem that can lead to disaster if not promptly handled
Crisis
94
Training managers in decision-making and establishing emergency handling plans
Crisis Management Programs
95
-Governing Board: Board
-Top Managers: Chief, President, VP
-Middle Managers: Regional, Division, Branch
-First-Line: Department, Supervisor, Lead
Levels of Managers
96
Help others achieve high performance and satisfaction in their work.
Effective Managers
97
-Warned against the dangers of too much hierarchy
-Advocated social responsibility, respect for workers, and better cooperation throughout organizations
-Follett suggested making every employee an owner in the business to create collective responsibility
-Today, this results in "empowerment," "involvement," "flexibility," "self-management," and "transformational leadership."
Follett's Organizations
98
intellectual capital = competency x commitment
intellectual capital formula
