Term
| Describe the skills necessary for performing a manager's job. |
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Definition
1. human skills
2. conceptional skills
3. technical skills |
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Term
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Definition
| This is when a manager relates well with other people and is there for any problems, questions, and opportunities. |
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Term
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Definition
| This is when a manager can put different types of workers and put them together so they can finish a product or service. |
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Term
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Definition
| This is when a manager understands how much work it takes in every area of the workforce. |
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Term
| What are the three categories of managerial roles? |
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Definition
1. First line managers
2. Middle managers
3. Top managers |
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Term
| 3 people that set the foundation of management |
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Definition
1. Henri Fayol
2. Frederick Winslow Taylor
3. Max Weber |
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Term
| The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization. |
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Definition
| Henri Fayol had come up with 14 general principles of management, and 5 basic functions of management: planning, organizing, commanding, coordinating, and controlling. Taylor had formed the scientific management style, his goal is to make favorable conditions so that workers can increase production. Weber stated that the bureaucratic organization would have stern authority roles and cautious book keeping which had helped make management efficient. |
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Term
| Define the external organizational environment. List the four things this environment includes that could influence an organization. |
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Definition
“All elements existing outside the boundary of the organization that have the potential to affect the organization.”
Competitors, Resources, Technology and Economic Conditions |
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Term
| Discuss the different levels of culture. |
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Definition
On the surface level, culture involves visible attributes that members of an organization can display, such as dress, language, behavior and other such obvious characteristics.
On a deeper level, values and specific core beliefs can become a part of the culture of an organization. From one’s behavior to their essential reasons for living shape the accepted(able) culture that becomes a part of an organization. These can be listed in person, but are much more clearly displayed through the actions of the workers involved in an organization. |
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Term
| List the four categories of culture. |
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Definition
1. Adaptability
2. Achievement
3. Involvement
4. Consistency |
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Term
| List the four categories of culture and describe what kind of environments each fit best in. |
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Definition
Four groups come about from the different values, either flexibility or stability and whether it is an external or internal trait. Adaptability Culture is ext. flex, Achievement Culture is ext. stab., Involvement Culture int. flex., and Consistency Culture int. stab.
Adaptability – values that support the company’s ability to interpret and translate signals from the environment into new behavior responses. (technological)
Achievement – results-oriented culture that values competitiveness personal initiative and achievement. (economic)
Involvement – high values on meeting the needs of employees and values cooperative and equality.(sociocultural)
Consistency – values and rewards a methodical, rational and orderly way of doing things. (legal/political) |
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Term
| What are the entries to foreign matters? |
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Definition
1. Global out-sourcing
2. Exporting
3. Licensing
4. Direct investing |
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Term
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Definition
| engaging in the international division of labor so the manufacturing can be done in countries with the cheapest sources of labor and supplies |
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Term
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Definition
| the organization maintains its production facilities within its own country and transfers its products for sale in foreign countries |
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Term
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Definition
| an organization in one country makes certain resources available to companies in another country in order to participate in the production and sale of its products abroad |
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Term
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Definition
| the organization is involved in managing its production facilities in a foreign country |
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Term
| Compare and contrast the utilitarian approach with the moral-rights approach to ethical decision making. |
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Definition
Utilitarian – “The ethical concept that moral behaviors produce the greatest good for the greatest number.” Meaning that a standard, think before leaping choice. This usually includes employee conduct standards, and effectiveness decisions rather than bottom line. Can be hard to help those not directly effected but only effected as a secondary.
Moral-Rights – “The ethical concept that moral decisions are those that best maintain the rights of those people affected by them.” All managers must refrain from taking away any of these 6 basic human employee rights. 1. right of free consent, 2. right to privacy, 3. right of freedom of conscience, 4. free speech, 5. right to due process, 6. right to life and safety. |
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Term
| Different kinds of ways you structure a company. |
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Definition
-Sole Proprietor- 1 person (taxes are paid at a personal level and are personally reliable and its not a good way to own a business)
-Partnerships- 2 or more people own or a predetermined % of partnership
-Corporation- 3 types
1. S corporation- 100 or less owners (all people, can’t have stock)
2. 501 corporation- non profit and not taxed
3. C corporation- unlimited ownership and taxed at the corporate level |
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