Term
|
Definition
| people who directly support and help activate the work efforts and performance accomplishments of others |
|
|
Term
|
Definition
| is the collective brainpower or shared knowledge of the workforce |
|
|
Term
| Intellectual Capital Equation |
|
Definition
| I/C= Competency X Commitment |
|
|
Term
|
Definition
| employees whose minds as well as their physical attributes is a critical asset to the company |
|
|
Term
|
Definition
| is ability to use technology and commitment to stay informed on the latest technological developments |
|
|
Term
|
Definition
| the worldwide interdependence of resource flows, product markets, and business competition |
|
|
Term
|
Definition
| a code of moral standards of what is right and good in one's behavior |
|
|
Term
|
Definition
| An imaginary barrier limiting career advancement of women and minorities |
|
|
Term
|
Definition
| describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness |
|
|
Term
|
Definition
made up of leaves
- first leaf is core group of permanent employees following standard career paths
- 2nd leaf is free lancers and independent contractors that provide specialized talent and skills
3rd leaf= temporary part timers, work without jobs and are the first fired |
|
|
Term
|
Definition
| an economy where people change jobs more frequently and work for independent contractors |
|
|
Term
|
Definition
| is a collection of people working together to achieve a common purpose |
|
|
Term
|
Definition
- All organizations are this
- First step is obtaining resources, people, money, materials, technology, information
- 2nd Transforms the resources into outputs
3rd- the environment consumes the outputs, finished goods, and services |
|
|
Term
|
Definition
| responsible for work activities that directly affect the organizations mission |
|
|
Term
|
Definition
| use technical expertise to advise and support the effect of line workers |
|
|
Term
|
Definition
| are responsible for a single area of activity |
|
|
Term
|
Definition
| responsible for more complex units that include many functional areas |
|
|
Term
|
Definition
| work in public and non profit organizations |
|
|
Term
|
Definition
plan, lead, organize, control the use of resources to accomplish goals
- functions are non linear, dynamic, and continuous |
|
|
Term
|
Definition
1) Top Managers
2) Middle Managers
3) First Line Managers
4) Non-managerial workers |
|
|
Term
|
Definition
| guide the performance of the organization as a whole or of one of its major parts |
|
|
Term
|
Definition
| oversee the work of large departments or divisions |
|
|
Term
| First Line Managers (Team Builders) |
|
Definition
report to middle managers and supervise non managerial workers
in charge of a small work group composed of non-managerial workers |
|
|
Term
| Upside down Pyramid view of management |
|
Definition
- A new view of how to manage that puts the customers and clients at the top of the pyramid,
- Customers are served by frontline operating workers, who do work that directly effects the customer
- Supported by Team Leaders and Managers who help the workers do their jobs/solve problems
- Supported by top managers at the bottom, who keep the mission clear |
|
|
Term
|
Definition
| Planning, organizing, Leading and Controlling |
|
|
Term
|
Definition
Setting performance objectives and deciding how to achieve them
ex. Taking an old program and making it better |
|
|
Term
|
Definition
| Arranging tasks, people, and other resources to accomplish the work |
|
|
Term
|
Definition
| Inspiring people to work hard and achieve high performance |
|
|
Term
|
Definition
| Measuring performance and taking action to ensure desired results |
|
|
Term
|
Definition
involve interactions with persons inside and outside the work unit
- figureheads, leader, liasion |
|
|
Term
|
Definition
Involves, giving and recieving, and analyzing information
- How a manager exchanges and processes information
- Monitor, disseminator, spokesman |
|
|
Term
|
Definition
Involve using information to make decisions in order to solve problems or address opportunities
- How a manager uses information in decision making
- Entrepreneur, disturbance handler, resource allocator, negotiator |
|
|
Term
|
Definition
| is a capacity to get things done with the support and help of others |
|
|
Term
|
Definition
| is the requirement to show performance results to a supervisor, or to answer to a higher authority for relevant performance results |
|
|
Term
| How to be effective managers |
|
Definition
| help others to achieve high performance outcomes and experience satisfaction in their work |
|
|
Term
|
Definition
Effectiveness
--The degree to which an organization achieves its stated objectives
Efficiency
-- the use of minimal resources to produce a desired volume of output |
|
|
Term
|
Definition
very important notion for managers
created when an organizations operations adds value to the original cost of resource inputs
When it occurs, business earn profits, nonprofits provide benefits to society |
|
|
Term
|
Definition
Indicator of the overall quality of human experience in the workplace
-- Fair pay, safe working conditions, opportunities, room to grow, rights, pride in work |
|
|
Term
|
Definition
-specialist, performs specific tasks
- gets things done through own efforts
- works independently |
|
|
Term
|
Definition
Generalist, coordinates diverse tasks
- gets things done through others
-network builder
- works in interdependent manner |
|
|
Term
| Challenges Faced by today's Managers |
|
Definition
Recruiting, hiring, retaining talent
- Managing Diversity
- Managing Technology
- Maintaining Ethical Expectations
- Managing Careers
- Globalization |
|
|
Term
|
Definition
| involves managing operations in more than one country |
|
|
Term
|
Definition
is culturally aware and informed on international affairs
- Transnational in outlook
- Can work in multicultural people |
|
|
Term
| Hoftstedes dimensions of national culture |
|
Definition
1. Power distance
2. Uncertainty Avoidance
3. Individualism vs. Collectivism
4. Masculinity and Femininity
5. Time Orientations |
|
|
Term
|
Definition
| the degree to which society accepts unequal distributions of power |
|
|
Term
|
Definition
| the degree to which a society tolerates risk and uncertainty |
|
|
Term
| Individualism Vs. Collectivism |
|
Definition
| the degree to which a society emphasizes individuals and their self interests |
|
|
Term
| Masculinity Vs. Femininity |
|
Definition
| the degree to which a society values assertiveness and materialism over relationships and feelings |
|
|
Term
|
Definition
the degree to which a society emphasizes short term or long term goals and gratifications
- Americans have low time orientation, we are impatient |
|
|
Term
|
Definition
- dimension of national culture
- low context
-- emphasize communication via written words
High Context
- Rely on nonverbal and situational analysis cues as well as spoken ones |
|
|
Term
|
Definition
- degree of national culture
- Proxemics
-- how close you are when speaking
Americans like their space, Latin America is the opposite |
|
|
Term
|
Definition
Monochronic
-when people tend to do one thing at a time
- America
polychronic
-Time is used to acomplish many things at once
- can be late to meetings
-responsive to change |
|
|
Term
| Challenges of Globalization |
|
Definition
Political Risk
- loss of investment due to unstable environment
Local Legal Systems
Protectionism
- NAFTA, CAFTA
Ethical Issues
Language
Laws
Ethnocentrism |
|
|
Term
|
Definition
| tries to forecast political disruptions that can threaten the value of a foreign investment |
|
|
Term
|
Definition
is a call for tariffs and favorable treatments to protect firms from foreign competition
Helps out domestic businesses |
|
|
Term
|
Definition
1st stage of globalization
- All the business is done within the home country
- Managers are begining to consider foreign involvment |
|
|
Term
|
Definition
2nd Stage of Globalization
- As exports increase, the company adopts a multidomestic approach
- usually create an international division at this stage |
|
|
Term
|
Definition
-Production and marketing facilities in multiple countries
-1/3 of sales are outside of home country
-Product design, marketing, and advertising are similar throughout the world
- Costs to much to sell in different countries |
|
|
Term
|
Definition
Operates worldwide on a borderless basis
- ownership is dispersed amongst several nationalities
- sales and research occur wherever the best opportunities are available at the lowest cost |
|
|
Term
|
Definition
Global Sourcing
Exporting and Importing
Licensing
Franchising |
|
|
Term
|
Definition
-Market Entry Strategy
- purchasing materials, manufacturing components, services from around the world |
|
|
Term
|
Definition
Exporting
- selling your products in a foreign market
IMporting
- Buying products from a foreign market |
|
|
Term
|
Definition
foreign firms agree to pay a fee for the rights to make or sell another company's products in a specified region
Can be risky, the business may continue to create the product after the agreement is over |
|
|
Term
|
Definition
a form of licensing, in which the foreign firm buys the rights to use anothers name and operating methods in its home country.
Ex. McDonalds, Subway, Taco Bell etc. |
|
|
Term
|
Definition
| is job creation through foreign direct investment |
|
|
Term
| Direct Investment Strategies |
|
Definition
- Require major capital commitments and huge amounts of funding
- Creates rights of ownership and control over foreign operations
Ex. Joint Ventures, Insourcing, Foreign Subsidiaries, |
|
|
Term
|
Definition
Operates in a foreign country through co-ownership by foreign and local partners
- two partners pool resources and share risks
- One firm can buy part of another, or a new entity can be established all together
- Is an example of a global strategic alliance |
|
|
Term
| Global Strategic Alliance |
|
Definition
a partnership in which foreign and domestic firms share resources and knowledge for mutual gains
- Brings access to new markets and expert assistance for the new market
- Brings access to technology and opportunities to learn new skills |
|
|
Term
|
Definition
is a local operation completely owned by a foreign firm
- Can be formed through acquisition when an outside firm purchases a local operation
- highest level of involvement in international operations |
|
|
Term
|
Definition
| when subsidiaries are built from the ground up usually in a different country |
|
|
Term
|
Definition
| taxes government levies on imports from abroad |
|
|
Term
|
Definition
| discourage imports in nontax ways such as quotas, import restrictions, and other forms of protectionism |
|
|
Term
| Most Favored nation status |
|
Definition
| gives a trading partner most favorable treatment for imports and exports |
|
|
Term
| World Trade Organizations |
|
Definition
| member nations agree to neogotiate and resolve disputes about tariff's and trade restrictions |
|
|
Term
| MNC, MNE, Transnational Corporations |
|
Definition
is a global corporation that operates worldwide on a borderless basis
- Need to balance the needs of the business and the country involved |
|
|
Term
| Ethical Challenges when going global |
|
Definition
- Corruption
- Child Labor
- Sweatshops
- Sustainable Development
-- meeting current needs w/o compromising future needs |
|
|
Term
|
Definition
| - the ability to accept and adapt to new cultures |
|
|
Term
|
Definition
| - The discomfort associated with being involved in a unfamiliar culture |
|
|
Term
|
Definition
- Confusion
-- First contacts leave you anxious and uncomfortable
- Small Victories
-- continued interactions bring some success
- the honeymoon
-- a time of wonderment and enjoyment in cultural immersion
- Irritation and Anger
-- a time when the negatives start to overwhelm the positives
- Reality
-- a time of re-balancing, you are able to enjoy the new culture while accommodating less desirable elements |
|
|
Term
|
Definition
| Standards regarding appropriate and inappropriate behavior, conduct, and decision making |
|
|
Term
|
Definition
| Broad Beliefs about what is appropriate behavior |
|
|
Term
|
Definition
are preferences about desired end states
- self respect, happiness, family security, freedom |
|
|
Term
|
Definition
Preferences regarding the means to desired ends
- honesty, integrity, imagination, self discipline |
|
|
Term
| - Formal Mechanisms (situational factors that influence ethical decision making) |
|
Definition
| - codes of conduct, ethics committees, training programs, hotlines, ombudsperson, ethics audits |
|
|
Term
| Informal Mechanisms (situational factors that influence ethical decision making) |
|
Definition
| Norms, peer behavior, role modeling, reward systems, support whistleblowing |
|
|
Term
| External Environments (situational factors that influence ethical decision making) |
|
Definition
| Government laws and regulations, societal norms and values, competitive climate in an industry |
|
|
Term
| Corporate Governance (situational factors that influence ethical decision making) |
|
Definition
The oversight of the top management of an organization by a board of directors
- Making sure top management is doing the job ethically
- Involves hiring and firing, assessing strategy, and verifying financial records |
|
|
Term
| Personal Characteristics (situational factors that influence ethical decision making) |
|
Definition
| Values, need for power, Kohlbergs stages of moral development |
|
|
Term
|
Definition
Comparing one persons ethics to anothers
-- Who am i to judge someone else's ethics |
|
|
Term
| Kohlbergs Stages of Cognitive Moral Development |
|
Definition
Lowest Stage (Preconventional, Self centered)
- Early life
- Rewards and Punishments
Middle Stage (Conventional, social centered behavior)
- 18-22
- Look to others to see if what your doing is acceptable
Late Stage (Postconventional, principle centered behavior)
- Set of universally agreed upon and held standards regarding ethics
- Ex. Gandhi |
|
|
Term
| How to know if your making good ethical decisions based on cultural context |
|
Definition
- Respect for core or universal values
- Human Dignity
- Create a culture that values employees, customers, and suppliers
- Basic Rights
- right to fair treatment, right to be treated with respect
- Good Citizens
- support and social institutions, work to protect the environment |
|
|
Term
| Framework for making ethical decisions |
|
Definition
1. Recognize the ethical issue
2. Get the Facts
3. Evaluate your options
- which method should i use, utilitarian, golden rule, is it legal
4.Decide which option to follow
5. Double Check decision by asking spotlight questions
6. Take Action
7. Reflect
- How did my decision turn out, what i have i learned |
|
|
Term
|
Definition
|
|
Term
| Utilitarian View of Ethics |
|
Definition
Delivers the greatest good to the greatest amount of people
- Business is suffering, so you cut 30% of the workforce |
|
|
Term
|
Definition
one's primary commitment is to the long term advancement of self interests
- Society will be at its best if everyone acts in a way that maximizes his or her own utility or happiness
- promotes honesty and integrity, but does not always work |
|
|
Term
|
Definition
Respects and protects the fundamental rights of all people (freedom, privacy)
- |
|
|
Term
|
Definition
| the belief that ethical decisions treat people impartially and fairly according to legal rules |
|
|
Term
|
Definition
| Does sexual harassment against a CEO get the same treatment as against a low level manager |
|
|
Term
|
Definition
the degree to which policies and rules are allocated fairly among people w/o respect to individual characteristics based on ethnicity, sex, age etc.
- Are minorities represented fairly in top management groups |
|
|
Term
|
Definition
the degree to which people treat one another with dignity and respect
- does a bank loan officer take the time to fully explain why you didn't get the loan, or what the loan entails |
|
|
Term
|
Definition
fairness and exchange of transactions.
- the exchange is fair if all parties enter into it freely, have access to info, and obtain some sort of benefit |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Treat others as though you would want to be treated |
|
|
Term
|
Definition
| Emphasizes character, integrity |
|
|
Term
|
Definition
suggests ethical standards apply absolutely across all cultures
- if it is not ok in ones home that it is not ok anywhere else |
|
|
Term
|
Definition
an attempt to pose one's ethical standards on others
- universalism is considered an example of this |
|
|
Term
|
Definition
is a situation that offers potential benefit but may be considered unethical
- Discrimination, sexual harassment, conflict of interests, product safety, use of organizational resources |
|
|
Term
|
Definition
| is a personal rule or strategy for making ethical decisions |
|
|
Term
|
Definition
| fails to considers the ethics of his behavior |
|
|
Term
|
Definition
| describes the obligation of an organization to act in ways that serve both its own interests and the interests of society |
|
|
Term
|
Definition
evaluates an organizations performance based on economic, social, and environmental criteria
- 3 P's
- Profit, people, planet |
|
|
Term
|
Definition
indicates the validity and legitmacy of a stakeholders interest in the organization.
- is the stakeholders demand considered valid, and from a legitimate source |
|
|
Term
| Classical View of Corporate SOcial Responsibility |
|
Definition
| the organization should be focused on making profits |
|
|
Term
| Socio Economic View of Corporate Social Responsibility |
|
Definition
the business should focus on broader social welfare as well as profits
focus on the triple bottom line |
|
|
Term
| How to evaluate corporate Social Responsibility |
|
Definition
Zone of Compliance
1. Economic Responsibility
- Be profitable
2. Legal Responsibility
- is the organization obeying the law
Zone of Conviction
3. Ethical Responsibility
- is the organization doing what is right
4. Discretionary Responsibility
- is the organization contributing to society |
|
|
Term
|
Definition
| Avoids social responsibility and focuses on profits |
|
|
Term
|
Definition
seeks protection by doing the bare minimum legally
if criticized most likely to deny claims |
|
|
Term
|
Definition
| accepts social responsibility and tries to satisfy economical, legal, and ethic criteria |
|
|
Term
|
Definition
Takes leadership in social initiatives
- meets all the criteria of social responsibility including discretionary performance
- preventive measures to avoid bad situations |
|
|
Term
|
Definition
| indicates the degree to which an issue is recognized to pose important ethical challenges |
|
|
Term
|
Definition
systematic gathering of data to make it useful as information
making sure that data from other places in being properly recieved where it will provide benefits |
|
|
Term
|
Definition
1. Timely
2. High Quality
3. Complete
4. Relevant
5. Understandable |
|
|
Term
| Intelligence Information Systems Flows |
|
Definition
Intelligence Information
- gathered from stakeholders and external environment
Internal Information
- flows up, down, across, and around the organization
Public Information
- disseminated to stakeholders and the external environment |
|
|
Term
|
Definition
| use IT to collect, organize, and distribute data for decision making |
|
|
Term
|
Definition
| meet the specific information needs of managers as they make day to day decisions |
|
|
Term
| How IT Changes Organizations |
|
Definition
Breaks Barriers for suppliers, customers, and partners
- Makes organizations flatter and information flow better |
|
|
Term
|
Definition
Is a situation in which something has gone wrong or has the potential to go wrong
- happens when actual performance does not meet desired result |
|
|
Term
|
Definition
| is a situation that offers a chance for a better future if the rights steps are taken |
|
|
Term
|
Definition
approaches problems in rational and analytical fashion
slow and analytical
make a plan before taking action |
|
|
Term
|
Definition
approaches problems in a flexible and spontaneous fashion
can be quick and broad evaluation of the problem is often seen
deal with many aspects at once and jump at the opportunity |
|
|
Term
| Multidimensional Thinking |
|
Definition
is an ability to address many problems at once
map out all potential events and make a plan for them |
|
|
Term
|
Definition
| ability to look at long term objectives while being flexible in dealing with short term objectives in a timely manner |
|
|
Term
|
Definition
| shown by the way individuals deal with information while making decisions |
|
|
Term
|
Definition
emphasize impersonal over personal
like cold hard facts, clear goals, and high control |
|
|
Term
|
Definition
comfortable with abstraction and unstructured situations
prone to intellectual and theoretical positions
logical and impersonal but avoid details |
|
|
Term
|
Definition
Prefer broad global issues
insightful and avoid details
value flexibility and human relationships |
|
|
Term
|
Definition
Emphasize both analysis and human relations
realistic and prefer facts
open communicators and sensitive to feelings and values |
|
|
Term
|
Definition
| applies to a specific solution crafted for unique purposes |
|
|
Term
| 6 rules for crisis management |
|
Definition
1. Figure out what is going on
2. Remeber that speed counts
3. Remember that slow counts too
4. Respect the danger of the unfamiliar
5. Value the skeptic
- avoid groupthink
6. Be ready to fight fire with fire
- might have to do something drastic to get the desired attention |
|
|
Term
|
Definition
Ideal decision making environment
offers complete information on possible action alternatives and their consequences |
|
|
Term
|
Definition
Lacks complete information but offers probabilities of the likely outcomes for possible action outcomes
Decide what is likely to happen if this decision is made |
|
|
Term
|
Definition
lask so much information that is difficult to assign probabilities to the likely outcomes of alternatives
most difficult decision making environment |
|
|
Term
| 5 Steps to Solving Problems Analytically |
|
Definition
1. Identify and define the problem
2. Generate and evaluate alterantive solutions
3. Make decisions and conduct ethics and double checks
4. Implement the decision
5. Evaluate Results |
|
|
Term
| Cost and Benefit Analysis |
|
Definition
involves comparing the costs and benefits of each potential course of action
- Costs
- Benefits
- Timeliness
- Acceptability
- Ethical Soundness |
|
|
Term
|
Definition
Decision making with complete information
manager acts rationally in a certain world
decision making is fully informed of all options
makes an optimizing decision
- absolute best solution to a problem |
|
|
Term
| Behavioral Decision Model |
|
Definition
"Bounded Rationality"
people act with only partial knowledge about the available action alternatives and their consequences
Consequently the first solution is usually the one implemented
unstructured decision
not clearly defined
uncertain environment
incomplete information
not all alternatives known |
|
|
Term
|
Definition
| Acts with cognitive limitations |
|
|
Term
|
Definition
result of behavioral model
choose the first satisfactory alternative that comes to one's attention |
|
|
Term
| Lack of Participation Error |
|
Definition
is a failure to involve in a decision the persons whose support is needed to implement it
leaving someone important out of the process |
|
|
Term
|
Definition
| strategies for simplifying decision making |
|
|
Term
|
Definition
when people asses a current situation by using information that is readily available from memory
ex. not investing in new product based off prior experience with similar products |
|
|
Term
|
Definition
when people assess the likelihood of something happening based on it's similarity to a stereotyped set of occurrences
ex. Hiring someone based on them going to the same school as you or a school that is highly regarded |
|
|
Term
| Anchoring and adjustment Bias |
|
Definition
when decisions are influenced by inappropriate allegiance to a previously existing value or starting point.
Giving someone a raise that seems good to the manager, but perhaps the original salary was anchored to low already |
|
|
Term
|
Definition
the tendency to evaluate and resolve a problem in the context in which it is perceived
Say a product is at 40% market share you could frame that as why are we losing 60% what are we doing wrong? Or We are at 40% what can we do a little better to improve?
spinning the info |
|
|
Term
|
Definition
| the tendency to look for information that confirms the decision we are already leaning towards |
|
|
Term
|
Definition
| the tendency to increase effort and apply more resources to a course of action that is not working |
|
|
Term
| How to avoid escalation trap |
|
Definition
Set advanced limits
define failure as clear as possible
make your own decisions
hire outsdie experts
remind what the course of action is costing you |
|
|
Term
| Threats to Creative Problem Solving |
|
Definition
Conceptual Blocks
Constancy
Commitment
Compression
Complacency
Block Busting |
|
|
Term
|
Definition
| - mental obstacles that constrain the way problems are defined and limits the number of alternative solutions through to be relevant |
|
|
Term
|
Definition
| using only one technique over and over |
|
|
Term
|
Definition
| once committed to a method you to stick to it |
|
|
Term
|
Definition
| Looking narrowly at a problem and screening out to much data |
|
|
Term
|
Definition
| lack of questions, and a bias against thinking |
|
|
Term
|
Definition
Generating multiple problem definitions
Dont evaluate your options to quick |
|
|
