How can we help?

You can also find more resources in our Help Center.

39 terms

Chapter 1 Vocab

Vocab terms from Chapter 1
STUDY
PLAY
management
attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
planning
management function concerned with defining goals for future organizational performance and deciding on the tasks and resources needed to attain them
organizing
management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments
leading
management function that involves the use of influence to motivate employees to achieve the organization's goals
controlling
management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed
organization
social entity that is goal-directed and deliberately structured
effectiveness
extent to which the organization achieves a stated goal
efficiency
use of minimal resources-raw materials, money, and people-to produce a desired volume of output
performance
organization's ability to attain its goals by using resources in an efficient and effective manner
first line
managers who are at the first or second management level and are directly responsible for the production of goods and services
middle manager
managers who work at the mid-levels of the organization and are responsible for major departments
role
set of expectations for one's behavior
diversity
ethnically and racially generational
learning organization
organizational climate that values experimentation and risk taking, applies current technology, tolerates mistakes and failure, and rewards nontraditional thinking and the sharing of knowledge
collaborative relationships
staying connected to employees and customers
human skills
ability to work with and through other people and to work effectively as a group member
empowerment
unleashing the power and creativity of employees by giving them the freedom, resources, information, and skills to make decisions and perform effectively
e-business
work an organization does by using electronic linkages with customers, partners, suppliers, employees, or other key consitituents
e-commerce
business exchanges or transactions that occur electronically
business to consumer e-commerce
sell products and services to consumers over the internet
business to business e-commerce
electronic transactions between organizations
supply chain management
managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers
consumer to consumer
internet-based business acts as an intermediary between and among consumers
peer to peer file sharing
swapping music, movies, software, and other files
enterprise resource planning
systems that weave together all of a company's major busineess functions, such as order processing, product design, purchasing inventory, manufacturing, distribution, human resources, receipt of payments, and forcasting of future demand
knowledge management
efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so that a company's activities build on what is already known
customer relationship management
systems that collect and manage large amounts of data about customers and make them available to employees, enabling better decision making and superior customer service
outsourcing
contracting out selected functions or activities to to other organizations that can do the work more cost-efficiently
social forces
aspects of a culture that guide and influence relationships among people
social contract
unwritten, common rules and perceptions about relationships among people and between employees and management
political forces
influence of political and legal institutions on people and organizations
economic forces
availability, production, and distribution of resources in a society
classical perspective
emerged during 19th and early 20th centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines
scientific management
precise procedures developed after careful study of individual situations
administrative principles
design and functioning of the organization as a whole
human resources perspective
combines prescriptions for design of job tasks with theories of motivation
behavioral sciences approach
applies social science in an organizational context drawing from economics, psychology, and other disciplines
contingency
one thing depends on other things, and for organizations to be effective, there must be a "goodness of fit" between their structure and the conditions in their external environment
total quality management
focus on managing the total organization to deliver quality to customers