Term
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Definition
| Specific, Measurable, Attainable, Realistic, Timely |
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Term
| Mintzberg Managerial Roles |
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Definition
| Interpersonal (Figurehead, Leader, Liaison), Informational (Monitor, Disseminator, Spokesperson), Decisional (Negotiator, Entrepreneur, Disturbance Handler, Resource Allocator) |
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Term
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Definition
| Planning, Organizing, Controlling, Leading |
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Term
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Definition
| setting objectives and a specific course of actions for them |
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Term
| Administrative Management Theory |
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Definition
| focuses on management process and principles of management, more rigid than bureaucratic |
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Term
| Behavioral Management Theory |
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Definition
| focuses on the factors that affect human behavior rather than efficiency, process, and principles |
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Term
| Quantitative Management Theory |
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Definition
| focuses on improving decision via quantitive techniques, can be traced back to scientific management |
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Term
| Systems Management Theory |
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Definition
| focuses on the organization as a whole, its interaction with the environment, and its need to achieve equilibirum |
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Term
| Bureaucratic Management Theory |
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Definition
| focuses on the ideal form of organization, division of labor, hierarchy, formalized rules, and promotion of employees based on ability |
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Term
| Contingency Management Theory |
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Definition
| emphasizes there is no one best way to manage and considers situational factors |
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Term
| Scientific Management Theory |
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Definition
| systematic study of work methods in order to improve efficiency, uses scientific method to place workers in optimum positions, management takes complete responsibility |
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Term
| Advocated administrated management |
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Definition
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Term
| Advocated Bureaucratic Management |
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Definition
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Term
| Advocated Scientific Management |
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Definition
| Gilbreths, Taylor, and Gantt |
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Term
| Advocated Behavioral Management |
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Definition
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Term
| Advocated Total Quality Management |
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Definition
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Term
| Advocated Group Development |
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Definition
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Term
| Advocated the "Fail while daring greatly" management |
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Definition
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Term
| Advocated Ancient Chinese Management Wisdom |
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Definition
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Term
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Definition
| how the medium is prepared by the sender |
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Term
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Definition
| how the message is translated by the receiver |
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Term
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Definition
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Term
| 7 principles of effective listening |
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Definition
| 1. concentrate on speaker 2. send nonverbal message that you're listening 3. avoid early evaluations 4. avoid getting defensive 5. practicing paraphrase 6. listen and observe for feelings 7. ask questions |
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Term
| Edward Hall's Cultural Dimension |
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Definition
| High/Low Context, Mono/PolyChronic Time, Proxemics |
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Term
| High Context vs. Low Context |
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Definition
Hi: "unwritten rules," time is open and flexible, nonverbal communication
Low: clear messages, time is highly organized, verbal communication |
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Term
| Monochronic vs. Polychronic |
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Definition
mono: doing one thing at a time (low context)
poly: humans are valued over material things or getting it done (high context) |
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Term
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Definition
Hi Territoriality: Low Context
Low Territoriality: High Context |
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Term
| 5 Stages of Tuckman's Group Development |
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Definition
| 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning |
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Term
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Definition
| orientation of workers meeting and sharing expectations |
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Term
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Definition
| members struggle for power |
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Term
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Definition
| individual differences are recognized |
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Term
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Definition
| group attains cohesiveness |
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Term
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Definition
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Term
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Definition
| options are not evaluated until group members just pool all of them together |
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Term
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Definition
| divides the group in 2 and they describe advantages/disadvantages of proposed solutions or decisions |
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Term
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Definition
| group members make a list of ideas and give one item until all choices are on the board |
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Term
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Definition
| like the show Leverage, at each separate stage, each group member is asked to input according to their specialty |
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Term
| Effective Team Characteristics |
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Definition
| 1. clear direction 2. clear responsibilities 3. knowledgeable members 4. reasonable operation procedures 5. interpersonal relationships 6. sharing success/failures 7. external relatinoships |
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Term
| Corporate Growth Strategies |
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Definition
| 1. Concentration 2. Backward/Forward Integration 3. Diversification - concentric (related), conglomerate (unrelated) |
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Term
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Definition
MGR: Management Growth Rate
RMS: Relative Market Share
High MGR High RMS: Star
High MGR Low RMS: Question Marks
Low RMS High MGR: Cow
Low RMS LOW MGR: Dog |
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Term
| Porter's 3 Generic Competitive Strategies: |
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Definition
| 1. Overall Cost Leadership 2. Differentiation 3. Focus on a particular market niche |
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Term
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Definition
| 1. Industry Competitors 2. Pressure from Substitute Products 3. Bargaining Power of Suppliers 4. Bargaining Power of Buyers 5. Potential Entrants |
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Term
| Primary Stakeholders in an organization |
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Definition
| Employees, Customers, Suppliers, Shareholders |
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Term
| ABCDE Rational Decision MAking Model |
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Definition
| Assess the Situation, Brainstorm, Course of Action (COA) Analysis, Decide, Execute & Evaluate |
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Term
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Definition
| Concept that decision makers have limited info, limited brain capacity to process it all, and limited time to make the decision. As a result, satisfactory decisions are made rather than ideal ones. |
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Term
| 5 W's of a Mission Statement |
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Definition
| Who, What, When, Where, and Why |
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Term
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Definition
Numbers add up the same going horizontally
Highest one going vertical wins. |
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Term
| Strategies for entering international business |
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Definition
| Exporting, Contracting (Contract manufacturing, Licenses, Franchises, Turnkey operations), Joint Ventures, Wholly Owned Subsidiaries, Strategic Alliances, Outsourcing/Offshoring |
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Term
| Elements of organizational design/decisions |
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Definition
| Division of labor, Departmentalization, Chain of command, Span of management, Centralization/Decentralization, Formalization |
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Term
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Definition
| strategic management model transferring business processes to another company |
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Term
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Definition
| granted from a licensor to a licensee for the rights to some intangible property (e.g. patents, processes, copyrights, trademarks) for agreed on compensation (a royalty payment). |
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Term
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Definition
| used frequently by firms that provide specialized services, such as management, technical knowledge, engineering, information technology, education, and so on, in a foreign location for a specified time period and fee |
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Term
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Definition
| specific kind of contract where a firm constructs a facility, starts operations, trains local personnel, then transfers the facility (turns over the keys) to the foreign owner. |
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Term
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Definition
| involve the sale of the right to operate a complete business operation. |
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Term
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Definition
| involve shared ownership in a subsidiary company. A joint venture allows a firm to take an investment position in a foreign location without taking on the complete responsibility for the foreign investment. |
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Term
| wholly-owned subsidiaries |
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Definition
| involve the establishment of businesses in foreign locations which are owned entirely by the investing firm |
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Term
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Definition
| arrangements among companies to cooperate for strategic purposes |
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Term
| division of labor/specialization |
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Definition
| contributes to increased productivity and efficiency by allowing workers to specialize and become proficient at a specific task. |
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Term
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Definition
| a line of authority extending from the top to the bottom of the organizational structure |
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Term
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Definition
| After the work to be completed is organized into identifiable jobs through a process of dividing labor, jobs are then combined into logical sections or departments |
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Term
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Definition
| often called the span of control, is the number of individuals who are directly responsible to a particular manager |
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Term
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Definition
| the degree to which there are standardized rules and procedures governing the activities of employees. A company with a high degree of formalization is characterized by detailed job descriptions and clearly defined policies and procedures covering a wide variety of employee behaviors. Conversely, a company with a low level of formalization is characterized by non-structured jobs and fewer explicit policies and procedures. |
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Term
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Definition
Regulative: Bureaucratic, Financial, Quality
Normative Control: Team Norms, Org. Cultural Norms |
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Term
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Definition
| Regulative, policies and operating procedures (employee handbook) |
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Term
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Definition
| Regulative, key financial targets ex: return on investment |
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Term
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Definition
| Regulative, acceptable levels of product or process variation ex: defects per million |
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Term
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Definition
| Normative, Informal team rule and responsibilities ex: task delegation based on team member expertise |
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Term
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Definition
| Normative, Shared organizational values, beliefs, and rituals ex: collaboration may be values more than individual "stars" |
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Term
| Types of departmentalization |
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Definition
| Functional, Geographic, Product/Service, Market, Matrix, SBUs |
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Term
| Functional Departmentalization |
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Definition
| Every organization of a given type must perform certain jobs in order do its work |
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Term
| Product Departmentalization |
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Definition
| Large, diversified companies are often organized according to product. All the activities necessary to produce and market a product or group of similar products are grouped together |
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Term
| Customer/ Market Departmentalization |
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Definition
| to organize according to the types of customers it serves |
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Term
| Matrix Organizational Structure |
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Definition
| the combination of two or more different structures |
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Term
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Definition
| A way to encourage new ways of thinking and acting by reorganizing parts of the company into largely autonomous groups |
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Term
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Definition
| Burns and Stalker noted that mechanistic organizations are often appropriate in stable environments and for routine tasks and technologies. In some ways similar to bureaucratic structures, mechanistic organizations have clear, well-defined, centralized, vertical hierarchies of command, authority, and control. Efficiency and predictability are emphasized through specialization, standardization, and formalization. This results in rigidly defined jobs, technologies, and processes. The term mechanistic suggests that organizational structures, processes, and roles are like a machine in which each part of the organization does what it is designed to do, but little else. |
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Term
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Definition
| The term "organic" suggests that, like living things, organizations change their structures, roles, and processes to respond and adapt to their environments. Burns and Stalker noted in The Management of Innovation that organic structures are appropriate in unstable, turbulent, unpredictable environments and for non-routine tasks and technologies. |
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Term
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Definition
| he function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives |
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Term
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Definition
| influencing others toward the attainment of organizational objectives. Effective leading requires the manager to motivate subordinates, communicate effectively, and effectively use power. |
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Term
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Definition
| ensuring that performance does not deviate from standard. Controlling consists of three steps, which include establishing performance standards, comparing actual performance against standards, and taking corrective action when necessary. |
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