Test Uno Flashcards
(189 cards)
0
Q
Global village
A
The shrinking of time and space as air travel and the electronic media have made it so much easier for the people of the globe to communicate with each other
1
Q
Globalization
A
The trend of the world economy toward becoming a more interdependent system
2
Q
E-commerce
A
The buying and selling of products and services through computer networks
3
Q
Global economy
A
The increasing tendency of the economies of the world to interact with one another as one mkt instead of many national mkts
4
Q
Positive effect global economy
A
More markets for American exports
Increased income
Growth and jobs in other countries lead to growth and jobs in US
5
Q
Negative global economy effects
A
Surplus funds from global investments flowed into US that we’re invested badly in subprime mortgages
Companies move away from US to seek cheaper labor costs
6
Q
Mega mergers
A
Merge with other big companies
Automobile companies, oil companies etc.
Goal is to become more cross border
7
Q
Minifirms
A
Small companies
Can get started more easily (internet)
Can maneuver faster
8
Q
Multinational corporation
A
Business firm with operations in several countries
9
Q
Multinational organization
A
Nonprofit organization with operations in several countries
10
Q
International management
A
Oversees operations throughout other countries
11
Q
4 reasons to learn international management
A
Foreign costumer or partner
Foreign employees or suppliers
Foreign firm in US
Work for foreign firm
12
Q
Ethnocentric manager
A
Believe their native country, culture, language, and behavior are superior to all others
13
Q
Parochialism
A
Narrow view in which people see things solely through their own perspective
14
Q
Poly centric managers
A
Take view that native managers in the for
15
Q
Geocentric manager
A
Accept differences and similarities between home and foreign practices and that they should use whatever techniques are the most effective
16
Q
3 ways to be a “road warrior”
A
Meh
17
Q
Why do companies expand internationally
A
Availability of supplies New markets Lower labor costs Access to finance capital Avoidance of tariffs and import quotas
18
Q
Global outsourcing
A
Using suppliers outside the us to provide goods and services
19
Q
Importing
A
Buys goods outside the country to sell domestically
20
Q
Exporting
A
Company produces good domestically and sells outside the country
21
Q
Counter trading
A
Battering goods for goods
22
Q
Greatest us export
A
Pop culture
23
Q
Licensing
A
Firm allows a foreign company to pay a fee to make or distribute he firm’s product or service
24
Franchising
Firm allows forgiven company to pay it a fee and share in the profit in return for using the firms brand name and a package of materials and service
25
Joint ventures
Formed with a foreign company to share risks and rewards of starting a new enterprise together in a foreign country
Strategic alliance
May be the only way to have company in some countries
26
Wholly owned subsidiary
Foreign
27
What is an organization
Group of people who work together to achieve specific purpose
28
What is management
Pursuit of organizational goals efficiently and effectively by integrating the work of people through planning organizing leading and controlling the organizations resources
29
What does it mean to be efficient
Use resources whiskey and cost effectively
30
What does it mean to be cost effective
To make the right choice and to successfully carry them out so that they achieve organizational goals
31
BK decided to add breakfast to its hours of operation in order to increase its costumers. This improves a company's
Effectiveness
32
What are the results of using a telephone menu
Efficient for company because it's cheaper
| Not effective because people prefer talking to a person
33
Multiplier effect
His or her influence is more than that of one person acting alone
34
Seven challenges to be an exceptional manager
Managing for
```
Competitive advantage
Diversity
Globalization
Information technology
Ethical standards
Sustainability
Own happiness and life goals
```
35
What is competitive advantage
The ability of an organization to produce goods or services more effectively then competitors do therefore outperforming them
36
John wants his sales person to use an iPhone to improve sales. What challenge is he trying to manage
Information technology
37
What e-business
Using internet to facilitate every aspect of running a business
38
What is sustainability
Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs
39
What are the four principle functions of a manager?
Planning
Organizing
Controlling
Leading
40
What is planning
Set goals and decide how to achieve them
41
What is organizing
Arrange tasks, people, and other resources to accomplish work
42
What is controlling
Monitor performance, compare it with goals, take corrective actions
43
What is leading
You motivate, direct, and influence people to work hard to achieve the organizations goals
44
What function is Laura doing if she runs a sales and expense report at the end of each day
Controlling
45
What are the levels of management
Nonmanegerial personnel
First line managers
Middle managers
Top managers
46
What is a top manager
Make long term decisions about overall direction of the organization and establish objectives and polices and strategies
47
Middle manager
Implement policies and plans of the top managers above them and supervise and coordinate activities of first line below them
48
First line managers
Make short term operating decisions, directing daily task or nonmanagerial personnel
49
What is a functional manager
Responsible for just one organizational activity
50
What is general manager
Responsible for several organizational activities
51
Jane supervises the food assembly line workers. What type of manager is she
First line manager
52
Interpersonal roles
Managers interact with people inside and outside work unit
53
Informational role
Managers receive and communicate information
| Spokesperson
54
Decisional roles
Managers use information to make decisions to solve problems or take advantage of opportunities
Negotiator etc
55
CEO sets direction and strategy for Southwest Airlines. What type of managerial role is he performing?
Decisional
56
Entrepreneurship
Process of taking risk to try to create a new empire
57
Entrepreneur
Someone who sees a new opportunity for a product or service and launches a business to try to realize it
58
Intrapreneur
Someone who works inside an existing organization who sees am operation it's for a product or service and mobilizes the organizations resources to try to realize it
59
Being an _____ is what it takes to start a business
Entrepreneur
60
Being a ______ is what it takes to grow or maintain a business
Manager
61
Necessity entrepreneurs
People who suddenly must earn a living and are simply trying to replace lost income and hoping a job comes along
62
Opportunity entrepreneurs
Hose who start heir business out of a burning desire rather than because they lost a job
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Exceptional managers need
Technical skills and conceptual skills and human skills
64
Technical skills
Job specific knowledge needed to perform well in a specialized field
Important in lower levels of management
65
Conceptual skills
The ability to hunk analytically, to visualize an organization as a whole and understand how the parts work together
66
Human skills
The ability to work well in cooperation with other people to get thing done
Known as soft skills, ability to motivate inspire trust and communicate
67
4 valued traits in a manager
Motivate and engage others
Communicate
Work experience outside us
High energy levels
68
What did peter drucker do
Published Practice of Management in 1954
| Proposed management should be a system
69
Four ideas introduced By Peter drucker
Workers are assets
Corporation is a human community
No business without a costumer
Institutionalized management practices are best
70
Evidence based management
Translating principles based on best evidence into organizational practice, bringing rationality to the choice making process
71
Three types of historical perspective
Classical
Behavioral
Quantitive
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Contemporary perspective
Systems, contingency, quality management
73
What is therblig
Physical motions you perform from time to time
| Eliminate motion reduce fatigue
74
Classical viewpoint
Emphasized finding ways to manage work more efficiently. Two branches scientific and administrative
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What is scientific management
Emphasized scientific study of work methods to improve the productivity of individual workers
Fredrick W. Taylor
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Principles of scientific management
Study each part of task
Carefully select worker with abilities
Give workers training and incentives
Use scientific principles to plan work methods
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What is a Taylorism
Only highly productive kept job
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Administrative management
Managing total organization
ALL
Henri Fayol
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5 positive bureaucrtic features
```
We'll defined hiearchy of authority
Formal rules and procedure
Clear division of labor
Impersonality
Careers based on merits
```
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What is an issue of classical viewpoint
Not people as people
81
Behavioral viewpoint
Emphasized importance if understanding human behavior and motivating employees towards achievement
82
Hugo minster berg
Father of industrial psych
| Which people are best for the Jo
83
Mary Parker follet
Social worker and social philosopher
| Communities
84
Hawthorne effect
Employees wrk harder if they feel they receive special attention
85
Human relations movement
Better human relations could increase worker productivity
Maslow
86
Theory X
Pessimistic negative view of workers
87
Theory y
Optimistic view of workers
88
Quantitive management
Application to management of Quantitive techniques like statistics
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Management science
Use of rationale science based techniques and mathematical model
90
Operations management
Technique of operations management of when to reorder product
Focus on managing production and delivery mire effectively
91
Systems viewpoint
Organization as a system if interrelated parts
Collected subsystem
Part of large environment
92
Four parts of a system
Inputs
Transformational process
Outputs
Feedback
93
Open system
Interacts with environment
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Closed system
Has little interaction sigh environment
95
Gilberto approach
Simplify steps
96
Contingency viewpoint
What method is best to use in particular circumstances
97
Quality management viewpoint
Comprehensive approach led by too managemtn and supportedyhroighout the organizational dedicated to continuous quality improvement
98
Quality
Total ability of a product to meet costumer needs
99
Quality control
Strategy for minimizing errors by managing each stage of production
100
Quality assurance
Focuses on performance of workers urging employees to strive for zero defects
101
85-15 rule
When something goes wrong 85 system at fault 15 people
102
Edwards deming
Quality stemmed from constancy if purpose
| Emphasized people
103
Joseph Juran
Quality as fitness for use
| Satisfy needs of costumers
104
4 parts totat quality management
Continuous improvement
Every employee involved
Listen and leave from costumers and employees
Accurate standards to identify and eliminate problems
105
Peter senge
Learning organization
Crates and acquires knowledge within itself to modify behavior and reflect mew knowledge
106
3 parts learning org
Creating and acquiring knowledge
Transferring knowledge
Modifying behavior
107
Three roles manager plays in learning org
Build commitment to learning
Generate idea with impact
Generalize ideas with impact
108
Stakeholders
People whose interests are affected by an organizations activities
109
Internal stakeholders
Employee owners board of directors
110
Owners
Consists of all who can claim organization as legal property
111
Board of directors
Members elected by the stockholders to see that the company is being run according to their interest
112
External stakeholder
People or groups in an org external environment that are affected by it
113
Task environment
11 groups that present daily tasks
114
11 groups
```
Customers
Competitors
Suppliers
Distributor
Strategic allies -relation of two organizations
Employees organizations
Local communities
Financial institutions
Govt regulator
Special interest groups
Mass media
```
115
Labor union
Hourly
116
Professional association
Salaried
117
Claw backs
Rescinding the tax breaks
118
General / macro environment
```
Economic
Technological
Sociocultural
Demographic
Political legal
International
```
119
Technological forces
New methods of transforming resources into goods and services
120
Holier than thou effect
Favorable bias towards self
121
Motivated blindness
Ignore things that work against ones best interest
122
Ethical dilemma
Having to decide to do something beneficial for you or organization despite being unethical
123
Ethics
Standards of right and wrong that influence behavior
124
Ethical behavior
What is right
125
Values
Relatively permanent and deeply held beliefs underlying attitudes that determine a persons behaviors
126
Value system
Pattern of values within and org
127
Two value systems that may conflict
Value system stressing fun use performance vs. Value system stressing cohesion and solidarity in employee relationship
128
UtiliRian approach
Result in the greatest good for the greatest number of people
129
Individual approach
What will result in individuals best long term interest
130
Moral rights approach
Respect for fundamental rights of human beings
131
Justice approach
Respect for impartial standards of fairness and equity
| Are things fair
132
Kolberg 3 levels personal development
```
Precinventional
Follow rules and obey
Conventional
Conformist managed by encouragement
Post conventional
Independent and follow own values and standards
```
133
Code of ethics
Formal written set if ethical standards guiding an org actions
134
Whistleblower
Employee who reports organizational misconduct to public
135
Social responsiblity
Managers duty to take actions that will benefit interest of society
136
Carroll's global corporate responsibility
Economic
Legal
Ethical
Philanthropic
137
Substantially
Minimize foot print
138
Philanthropy
Charitable donations
139
Corporate governance
system of governing so that the interest of corporate owners and other stakeholders are protected
140
Tariffs
Customs duty or tax on imports
141
Import quotas
Limits on numbers imports
142
Embargoes
Complete ban on the import or export of product
143
World trade organization
Monitor and enforce trade agreements
144
World bank
Provide low interest loans to developing nations for improving transportation education and telecommunications
145
International money fund
Designed to assist in smoothing the flow of money between nations
146
Trading bloc
Group of nations within a geographic region that agreed to remove trade barriers with one another r
147
Nafta
Us and canda mexicO
148
Culture
Shared set of beliefs knowledge and patterns of behavior
149
Low context culture
Shared meaning from writer and spoken records
150
High context culture
People rly heavily on situational cues for meaning when communicating
151
Power distance
How much Unequal distribution of power there should be
152
Uncertainty avoidance
How much ppl should rely on social norms and rules to avoid uncertainty
153
Institutional collectivism
How much should leaders encourage and reward loyalty to social unit
154
In group collectivism
How much pride and loyalty people should have for family or organization
155
Gender egalitarian
How much society should maximize gender role differences
156
Assertiveness
How confrontational and dominant should ppl be in social relationships
157
Future orientation
How much should people gratification by planning and saving future
158
Performance orientation
How much should ppl be rewarded for improvement and excellence
159
Human orientTion
How much should ppl encourage and reward ppl for being kind fair friendly and generous
160
Expatriates
Ppl living or working in a foreign country
161
Four planning strategies
Defenders prospectors analyzes reactors
162
Defender
Expert at producing and selling narrowly defined products
Stick with what we do best
163
Prospectors
Focus on developing new products and seeking out new markets
Make own opportunities
164
Analyzers
Let other organizations take risk of product development and marketing and then intitiate what works best
Microsoft example
165
Reactors
Make adjustments only when finally forced to by environmental pressures
166
Mission statement
Expresses purpose of the org
| Reason for being
167
Visions statement
Long term goal describing what an org wants to become
168
Strategic planning
Determine what the org long term goals should be for 1-5 years
169
Tactical planning
Determine what contributions their department or similar work units make during the 6-24 month
170
Operational planning
Determine how to accomplish specific tasks with available resources within the next 1-52 weeks
171
Goals
Specific commitment to achieve a measurable result within a stated period
172
Strategic goals
Set by and for top management and focus on objectives for the org as a whole
173
Tactical goals
Set by and for middle managers and focus I'm actions needed to achieve strategic goals
174
Operational goal
Set by and first line managers and are concerned with short term matters associated with realizing tactical goals
175
Action plan
Defines the course of action needed to achieve that stated goal
176
Operating plan
1 year period
Define show you conduct your business based on action plan
Identifies targets like cash flow
177
Standing plans
Plans developed for activities that occur repeatedly over a period of time
Consists of policies, procedures, and rules
178
Policy
Outlines the general response to a designated problem or situation
179
Procedure
Outlines the response to a particular problem or circumstance
180
Rule
Designates specific required action
181
Single use plan
Plans developed for actives that are not likely to be repeated in the future
182
Program
Encompasses a range of projects or activities
183
Project
Plan of less scope and complexity than a program
184
SMART goals
```
Specific
Measurable
Attainable
Result orientated
Target dates
```
185
What is MBO
Jointly set objectives
Develop action plan
Periodically review performance
Give performance appraisal and rewards
186
The planning/controlling cycle
Make the plan
Carry out the plan
Control the direction by comparing results with plan
Control direction by correcting deviation and improving future plan
187
Four things planning helps you do
Helps check on progress
Helps coordinate activities
Helps you think ahead
Helps cope with uncertainty
188
Soldiering
Deliberate act of working less than full potential
