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ADMN 1001 > Midterm > Flashcards

Midterm Flashcards

1
Q

Organizations

A
  • social entities
  • goal directed
  • deliberately structured activity systems
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2
Q

Value Creation Process

A

transforming the input into a more valuable output to outdo other organizations (ie: Bell vs Apple)

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3
Q

Competitive Advantage

A

an organization excels in one or more of its attributes, and has an edge over competitors

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4
Q

Visionary Companies

A
  • adapt to change

- longevity

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5
Q

Four Functions of Production

A

Labor-all the workers in a company who create goods and services
Leadership-how people are managed
Structure-relationship
Strategy-plan made by leaders

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6
Q

Specific (Context of Business)

A

personal to own organization (Customers, unions, competitors)

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7
Q

General (Context of Business)

A

all organizations are affected by:

  • Political (influence of the people)
  • Economic (interest, minimum wadge)
  • Technological (Advances, online)
  • Societal
  • Competitive (Attracting newcomers, globalization)
  • Global
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8
Q

Employee’s

A

-employees create value
-sell themselves as being able to help employer achieve their goals
An employee exists when:
-an employment contract exists
-compensation

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9
Q

Ethics

A

Doing the right thing

morality

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10
Q

Unethical Behavior

A

harmful to others

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11
Q

End Point Ethics

A

Focus on outcome
utilitarianism (greater good)
Tangible outcome: profit
Intangible Outcome: happiness

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12
Q

Rule Ethics

A

Focuses on motivation and action
Categorical Imperative:Respect others
based on: social norms, religion

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13
Q

Employment Contract

A

terms and conditions of contract
benefits
expectations
how you will be terminated

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14
Q

Independent Contracts

A
  • self employed

- not employees of company (more control, more economic risk, less essential services, less tools)

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15
Q

Interns

A

workers who receive on the job training at workplace

paid or unpaid

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16
Q

Standard vs Non-Standard

A

regular, full time work that can lead to a lifetime career with periodic pay raises, health benefits,ect
vs
vulnerable
less stable, tempory

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17
Q

Neoclassical

A

Adam Smith

  • Capitalism
  • Supply and Demand
  • Invisible Hand (Markets are perfectly competitive)
  • Employees know everything, and are motivated by self interest
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18
Q

Boundard Rationality

A

Employees dont know everything

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19
Q

Managerial Perspective

A
  • the business and the workers share common perspectives
  • managers treat employees well to bolster productivity
  • no union or government interference
20
Q

Industrial Pluralist

A
  • power favors employer (Can be flawed)

- unions are required b/c employees don’t know

21
Q

Critical Perspective

A

Interest of employees

22
Q

Collective Bargening

A

-unions barter for better benefits
Union:strike, boycot, work slowdown
Management: lockouts, strikebreakers

23
Q

2 Big E’s of Management

A

Efficiency: more output, less input (good value creation)
Effectiveness: attainment of goals

24
Q

Authority

A

Formal: comes from position
Informal: earned through trust and expertise

25
Q

Functions of Managers

A

Planning, Organizing, Controlling, Leading

26
Q

Roles

A

Interpersonal: Figurehead, Leader, Liaison
Informational: Monitor, Dissemination, Spokesperson
Decisions: Entrepreneur, Conflict Resolution, Negotiation

27
Q

Scientific Management

A

Fredrick Taylor

  • Efficiency
  • Standardization, compartmentalization
  • Supervise workers (so they don’t slack)
  • Compensation based on performance
28
Q

Administrative Management

A

Henry Fayol

  • Team Spirit and harmony
  • each employee reports to one boss
  • company goals outway individual goals
29
Q

Bureaucratic Management

A

Max Webber

  • fixed rules
  • jobs that are easy and defined make efficiency
  • more skill=better job
30
Q

Hawthorne Effect

A

Elton Mayo

-people preform better during research because they like attention

31
Q

Mary Parker Follett

A
  • Co-ordination
  • self management
  • collaboration
32
Q

Chester Bernard

A

Organizations are social systems
organizational objectives
authority over subordinates

33
Q

Modern Behavioral Science

A

Profit with a purpose
motivating employees
establishing trust

34
Q

Contingency Approach

A
  • Mix of classical and behavioral

- take note of organizational size and individual environmental differences

35
Q

Organizational Structure

A

deliberately planned network of patterns of relationships that make up entity

36
Q

Flat Organization (Decentralization)

A
  • Fast decision making
  • horizontal differentiation
  • structure based on specialization

CEO
Manager, Manager, Manger

37
Q

Tall Organization (Centralization)

A
  • Traditional
  • roles and responsibilities
  • top based

A CEO with many managers who manage others

38
Q

Vertical Differentiation

A

how authority is laid out in organization

39
Q

Horizontal Differentiation

A

how the organization is organized by speciality

40
Q

4 Elements of Organizational Structure

A

Work Specialization (Organizing people)
Formalization (Rules)
Span of Control (# of people reporting to supervisor)
Centralization

41
Q

Reengineering

A

rethinking of organizations function

42
Q

Outsourcing

A

taking a non-essential function and selling it to a secondary business

43
Q

Virtual Organization

A

significant savings

lack of loyalty and control

44
Q

Downsizing

A

a planned reduction of the organization

45
Q

Factors that Affect Ethical Behaviour

A

Corporate Culture (shared belief of company)
Decoupling (Habitual routines, that might not be right)
Organizational Identity
Roles

46
Q

Corporate Social Responsibility

A

Measures if your company is ethical, philosophical, viable, legal

ADMN 1001 (2 decks)

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