PSU MGMT 301 Module 1
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120 terms
Terms | Definitions |
|---|---|
 Management | Getting work done through others |
| Efficiency | Getting work done with a minimum of effort |
| Effectiveness | Accomplishing tasks that help fulfill organizational objectives, such as customer service and satisfaction |
| Planning | Determining organizational goals and a means for achieving them |
| Organizing | Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the compnay |
| Meta-Analysis | A study of studies that helps scholars understand how well their research supports management theories |
| Leading | Inspiring and motivating workers to work hard to achieve organizational goals |
| Controlling | Monitoring progress toward goal achievement and taking corrective action when progress isn't being made |
| Top Managers | Hold positions like chief executive officer (CEO), chief operating officer (COO), chief financial officer (CFO), and chief information officer (CIO) and are responsible for the overall direction of the organization |
| Middle Managers | Responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives. They hold positions like plant manager, regional manager, or divisional manager. |
| First-Line Managers | Hold positions like office manager, shift supervisor, or department manager. The primary responsibility is to mange the performance of entry-level employees, who are directly responsible for producing a company's goods and services. |
| Team Leaders | Facilitate team activities toward goal achievement |
| Figurehead Role | Managers perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the company at a community luncheon to support local charities |
| Leader Role | Managers motivate and encourage workers to accomplish organizational objectives |
| Liaison Role | Managers deal with people outside their units |
| Monitor Role | Manager scan their environment for information, actively contact others for information, and receive a great deal of unsolicited information |
| Disseminator Role | Managers share information they have collected with their subordinates and others in the company |
| Spokesperson Role | Managers share information with people outside their departments and companies |
| Entrepreneur Role | Managers adapt themselves, their subordinates, and their units to change |
| Disturbance Handler Role | Managers respond to pressures and problems so severe that they demand immediate attention and action |
| Resource Allocator Role | Managers decide who will get what resources and how many resources they will get |
| Negotiator Role | Managers negotiate schedules, projects, goals, outcomes, resources, and employee raises |
| Technical Skills | Ability to apply the specialized procedures, techniques, and knowledge required to get the job done |
| Human Skills | Ability to work well with others |
| Conceptual Skills | Ability to see organization as a whole, to understand how the different parts of the company affect each other, and to recognize how the company fits into or is affected by its external environment, such as the local community, social and economic forces, customers, and the competition |
| Motivation to manage | An assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behavior and punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks |
| Viziers | Ancient managers who used the managerial functions of planning, organizing, leading, and controlling |
| Classical Management | A management theory that emphasized greater workforce productivity |
| Scientific Management | A management theory that concentrates on increasing workforce productivity |
| Classical Organizational Theory | A theory that concentrates on top-level managers and problems of managing the entire population |
| Compensation Plans | Plan that included wages plus a bonus |
| Gantt Chart | A tool developed by Henry Gantt that visually depicts the steps in a process, the time and sequence of steps required to complete the entire project |
| Bureaucracy | A management approach based on formal organizational structure with set rules and regulations that rely on the specialization of labor, an authority hierarchy, and rigid promotion and selection criteria |
| Human Relations Approach | A behavioral management theory that focuses on individuals working in group settings and in which managers and workers are studied in relation to what occurs in the group |
| Hawthorne Studies | Famous studies conducted by Elton Mayo at Hawthorne Works of Western Electric in Cicero, IL; initially aimed to determine the relationship between the intensity of illumination and the efficiency of two groups of workers |
| Hawthorne Effect | The unexpected results of the Hawthorne Studies indicated that productivity increased in relation to the presence and attention of the researchers |
| Behavioral Science | Advocates belief that workers are much more complex than the "economic man" described in the classical approach or the "social man" described in human relations approach |
| Decision Sciences | Modern management theories decision making, information systems, mathematics, and statistic to aid in making choice |
| Production Management | A sphere of management science that focuses on manufacturing technology and the flow of material in manufacturing |
| Operations Management | A sphere of management science that includes the areas of purchasing, materials management, production, inventory, and quality control, maintenance, and plant management |
| Information System | A computerized system that helps managers make better decisions by permitting them to gather and accurately process large volumes of data |
| Systems Theory | A way of thinking about organization and management problems from a systems point of view |
| General Environment | The overall environment containing the elements that affect all organizations |
| Task Environment | The environment containing elements that can have an immediate impact on organizational successes |
| Synergistic Effect | The sum total effect of all systems components, as in an organization in which each of its parts performs a specific function |
| Open System | A system that is open to influences from the environment |
| Contingency Theory | A management theory describing the unique aspects of the situation that effect performance such as technology and the environment |
| Technology | The conversion process used in organizations to transform raw materials into a complete product |
| Technological Imperative | An organization theory asserting that, as technological complexity increases, different organizational structures are needed for optimal results |
| Kaizen | The Japanese word for the continuing improvement of everything an organization does |
| Theory Z | A management approach, developed by WIlliam Ouchi in 1981, that combines American and Japanese management practices |
| Competitive Advantage | THe advantage that can be gained through lower cost or differentiation |
| Competitive Scope | The breadth of a firms' target within its industry |
| Cost Leadership | A strategy that involves keeping costs and prices lower than those of competitors |
| Differentiation | A strategy that attempts to improve a firm's competitive position by developing unique products |
| Cost Focus | A competitive strategy that emphasizes gaining advantage through cost control in a narrow market area |
| Focused Differentiation | A competitive strategy that involves providing a competitive and unique product and/or service to a narrow market area |
| Adaptive Learning | According to Peter Senge, an early stage that a firm goes through in becoming a learning organization; characterized by learning through adapting to its successes |
| Generative Learning | According to Peter Senge, a stage that a firm goes through in becoming a learning organization and that requires "seeing the systems that control events." |
| Problem Solving | Involves identifying and taking action to resolve problems |
| Information Competency | The ability to gather and use information to solve problems |
| Performance Threat | Situation where something is wrong or likely to be wrong |
| Performance Opportunity | A situation that offers the possibility of a better future if the right steps are taken |
| Systematic Thinking | Approaches problems in a rational and analytical fashion |
| Intuitive Thinking | Approaches problems in a flexible and spontaneous fashion |
| Certain Environment | Offers complete information on possible action alternatives and their consequences |
| Risk Environments | Lacks complete information but offers probabilities of the likely outcomes for possible action alternatives |
| Uncertain Environment | Lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives |
| Decision | A choice among possible alternative courses of action |
| Programmed Decisions | Applies a solution from past experience to a routine problem |
| Nonprogrammed Decisions | Applies a specific solution hat has been crafted to address a unique problem |
| Decision Making Process | Begins with identification of a problem and ends with evaluation of implemented solutions |
| Cost-Benefit Analysis | Involves comparing the costs and benefits of each potential course of action |
| Classical Decision Model | Describes decision making with complete information |
| Optimizing Decision | Chooses the alternative giving the absolute best solution to a problem |
| Behavioral Decision Model | Describes decision making with limited information and bounded rationality |
| Satisficing Decision | Chooses the first satisfactory alternative that presents itself |
| Lack-Of-Participation Error | Failure to include the right people in the decision making process |
| Creativity | The generation of a novel idea or unique approach that solves a problem or crafts an opportunity |
| Availability Heuristic | Uses readily available information to assess a current situation |
| Representativeness Heuristic | Assesses the likelihood of an occurrence using a stereotyped set of similar events |
| Anchoring and Adjustment Heuristic | Adjusts a previously existing value or starting point to make a decision |
| Framing Error | Solving a problem in the context perceived |
| Confirmation Error | When we attend only to information that confirms a decision already made |
| Escalating Commitment | The continuation of a course of action even though it is not working |
| Crisis | Unexpected problem that can lead to disaster if not resolved quickly and appropriately |
| Ethics | set standards of good or bad, or right or wrong, in our conduct |
| Ethical Behavior | is "right" or "good" in the context of a governing moral code |
| Values | Broad beliefs about what is appropriate behavior |
| Terminal Values | Are preferences about desired end states |
| Instrumental Values | Are preferences regarding the means to desired ends |
| Utilitarian View | Ethical behavior delivers the greatest good to the most people |
| Individualism View | Ethical behavior advances long-term self interests |
| Justice View | Ethical behavior treats people impartially and fairly |
| Procedural Justice | Focuses on the fair application of policies and rules |
| Distributive Justice | Focuses on treating people the same regardless of personal characteristics |
| Interactional Justice | The degree to which others are treated with with dignity and respect |
| Moral Rights View | Ethical behavior respects and protects fundamental rights |
| Cultural Relativism | Suggests there is no one right way to behave; cultural context determines ethical behavior |
| Universalism | Suggests ethical standards apply absolutely across all cultures |
| Ethical Imperialism | An attempt to impose one's ethical standards on other cultures |
| Ethical Dilemma | A situation that, although offering potential benefit or gain, is also unethical |
| Ethical Framework | Well thought out personal rules and strategies for ethical decision making |
| Ethics Training | Seeks to help people understand the ethical aspects of decision making and to incorporate high ethical standards into their daily behavior |
| Spotlight Questions | Highlight the risks from public disclosure of one's actions (Ask yourself - "What would happen if people found out?") |
| Whistleblowers | People who expose misconduct of organizations and their members |
| Immoral Manager | Chooses to behave unethically |
| Amoral Manager | Fails to consider the ethics of his or her behavior |
| Moral Manager | Makes ethical behavior a personal goal |
| Code of Ethics | A formal statement of values and ethical standards |
| Stakeholders | People and institutions most directly affected by an organization's performance |
| Corporate Social Responsibility | The obligation of an organization to serve its own interests and those of the stakeholders |
| Triple Bottom Line | How well an organization performs when measured not only on financial criteria, but also on social and environmental ones |
| Classical View of CSR (Corporate Social Responsibility) | Holds that management's only responsibility in running a business is to maximize profits, and thereby shareholder value |
| Socioeconomic View of CSR | Is that businesses should focus on contributions to society and not just making profits |
| Virtuous Circle | When corporate social responsibility leads to improved financial performance that leads to more social responsibility |
| Social Business | One in which the underlying business model directly addresses a social problem |
| Social Entrepreneurship | Risk-taking by entrepreneurs striving to solve pressing social problems |
| Corporate Governance | The oversight of top management by a board of directors |
| Sarabanes-Oxley Act | Requires that top managers properly oversee the financial conduct of their organizations |
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