MGMT chap 1-2 test 1, MGMT chap 3-4 test 1

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Terms in this set (75)
Middle managersRegional divisional, set objectives, implement things.First line managersoffice manager, shift supervisor, trainer.Team leadersFacilitate team activity, plan schedule, solves problems.InterpersonalManaging through people. figurehead, leader, liaisonInformationalManaging through information. monitor, disseminator, spokesperson.DecisonalManaging through action. entrepreneur, disturbance handler, resource allocate, negotiator.Technical skillsthe specialized procedures, techniques, and knowledge required to get the job doneHuman skillsthe ability to work well with othersConceptual skillsthe ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environmentMotivation to managehow enthusiastic an employee is about managing othersBefore the RevolutionSmall workshops, small number of employees, highly skilled and trained, products built by hand.After the revolutionLarge factories, large number of employees, unskilled and untrained workers. products are made with help of machinery.Scientific Managementthoroughly studying and testing different work methods to identify the best, most efficient way to complete a job. improving worker efficiency.Bureaucratic managementthe exercise of control on the basis of knowledge, expertise, or experience. workplace fairness, logic and control.Administrative managementthe study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. what managers should do.human relations managmentwhats best for employeesEnvironmental changeRate at which a company's specific and general environments change.Stable environmentRate of change is slowDynamic environmentRate of change is fastpunctuated equilibriumLong periods of stability(equilibrium) followed by short periods of dynamic, fundamental change (revolutionary period) followed by return to stability. (equilibrium)environmental complexitythe number and the intensity of external factors in the environment that affect organizationssimple environmentFew environmental factorsComplex environmentMany environmental factorsRecourse scarcityAbundance or shortage of critical organizational resources in an organizations external environment.General Environmentthe economic, technological, sociocultural, and political/legal trends that indirectly affect all organizationsEconomicState of a country's economy (consumer purchasing power, unemployment rate, interest rate)technolgicalThe knowledge, tools, and techniques used to transform inputs into outputs.SocioculturalDemographic characteristics, general behavior, attitudes, and beliefs of people in a particular societyPolitical/legalThe legislation, regulations, and court decisions that govern and regulate business behavior.Specific environmentthe customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does businessCustomersPurchase products and servicesCompetitorscompanies in the same industry that sell similar products or services to customersBarriers to entryObstacles that make it difficult for new firms to enter an industrysupplierscompanies that provide material, human, financial, and informational resources to other companiesGovernment barriersregulation within an industry, patentsNatural barriersEconomies of scale, brand identity, customer loyaltyHigh barriersReduce current and future competitionLow barriersIncrease current and future competitionindustry regulationregulations and rules that govern the business practices and procedures of specific industries, businesses, and professionsadvocacy groupsconcerned citizens who band together to try to influence the business practices of specific industries, businesses, and professionsInternal environmentthe events and trends inside an organization that affect management, employees, and organizational cultureOrganizational culturethe values, beliefs, and attitudes shared by organizational membersadhocracyCreative, flexible, innovativeMarketCompetitive, hard working, ambitiousClanCollaborative, family like, participatehierarchyControlling, efficient, thriftyCompany founderCreate organizations in their own image and imprint values, beliefs, attitudesStoriesTold by organizational members to make sense of events and changes to emphasize culturally consistent assumptions, decisions, actionsheroespeople celebrated for their qualities and achievements within organizationOrganizational ceremoniesGatherings in which symbolic acts commemorate or celebrate notable achievements or changes.AdaptabilityAbility to notice/respond to changes in environmentemployee envolvementdegree to which employees participate in decision makingClear missionBusiness purpose or reason for existingConsistancyActively defining and teaching organizational values beliefs, attitudes.Ethicsa set of moral principles or values that defines right or wrong for a person or group.Four types of workplace devianceProduction, property, political, personal aggressionSocial Responsibilitythe obligation of a business to contribute to societyShareholderGoal should be profit maximizationStakeholderImportant responsibility (long term survival)Stakeholder primaryEmployees, shareholders, customers, governments, local communities, suppliers.Stakeholder secondarymedia, social interest groups.Discretionarysocial roles beyond economic legal and ethicalEthicalSocial responsibility not to violate accepted principles of right or wrong.LegalSocial responsibility to obey laws/ regulationsEconomicSocial responsibility to make a profit by producing valued product service.