Mgt. 100 Exam 1
Terms in this set (62)
1. Ethical Delimma
The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest
The inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave.
3. Gap code of Vendor conduct
***See Chapter 4pg11
4. Utilitarian rule
An ethical decision is a decision that produces the greatest good for the greatest number of people.
5. Moral rights rule
An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.
6. Justice rule
An ethical decision distributes benefits and harms amony people and groups in a fair, equitable, or impartial way.
7. Practical rule
An ethical decision is one that a manager has no reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable.
8. Trust reputation
The willingness of one person or group to have faith or confidence in the good will of another person, even though this puts them at risk. The esteem or high repute that individuals or organizations gain when they behave eithically
9. Proactive approach
Companies and their managers actively embrace socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and using organizational resources to promote the interests of all stakeholders.
Identifying and selecting appropriate goals; one of the four principal tasks of management.
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
Structuring working relationships in a way that allows organizational members to work together to achieve organizational one of the four principal tasks of management.
13. Organizational structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.
14. Human skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups.
15. Technical skills
The job specific knowledge and techniques required to perform an organizational role.
16. Core competency
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
17. Global organizations
Organizations that operate and compete in more than one country
18. Innovation turnaround management
The process of creating new or improved goods and services or developing better ways to produce or provide them. The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper.
19. Scientific management
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
20. Administrative management
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness.
A formal system of organization and administration designed to ensure efficiency and effectiveness.
The power to hold people accountable for their actions and to make decisions concerning the use or organizational resources.
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.
Standard operating procedures (SOP)
Specific sets of written instructions about how to perform a certain aspect of a task
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.
26. Unity of command
A reporting relationship in which an employee receives orders from, and reports to, only one superior.
27. Line of authority
The chain of command extending from the top to the bottom of an organization
The concentration of authority at the top of the managerial hierarchy
29. Unity of direction
The singleness of purpose that makes possible the creation of one plan of action to guide manages and workers as they use organizational resources.
Obedience, energy, application, and other outward marks of respect for a superiors authority
31. Behavioral management
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
32. Hawthorne effect
The finding that a manager's behavior or leadership approach can affect workers level of performance.
33. Human relations movement
A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity.
34. Informal organizations
The system of behavioral rules and norms that emerge in a group
35. Organizational behavior
The system of behavioral rules and norms that emerge in a group
36. Theory X
A set of negative assumptions about workers that leads to the conclusion that a managers task is to supervise workers closely and control their behavior.
37. Theory Y
A set of positive assumptions about workers that leads to the conclusion that a managers task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.
38. Management Science Theory
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.
39. Organizational environment
The set of forces and conditions that operate beyond an organizations boundaries but affect a managers ability to acquire and utilize resources.
40. Open system
A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers.
41. Closed system
A system that is self-contained and this not affected by changes occurring in its external environment
The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate
Performance gains that result when individuals and departments coordinate their actions.
44. Contingency Theory
The idea that the organizational structures and control systems managers choose depend on characteristics of the external environment in which the organization operates.
45. Mechanistic structure
An organizational structure in which authority is centralized tasks and rules are clearly specified and employees are closely supervised.
46. Negative affectivity
The tendency to experience negative emotions and moods to feel distressed and to be critical of oneself and others.
The tendency to be careful scrupulous and persevering.
48. Internal locus of control
The tendency to locate responsibility for one's fate within oneself.
49. External locus of control
The tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes.
The degree to which individuals feel good about themselves and their capabilities
51. Terminal value
A lifelong goal or objective that an individual seeks to achieve.
52. Instrumental value
A mode of conduct that an individual seeks to follow
53. Value system
The terminal and instrumental values that are guiding principles in an individuals life.
54. Organizational citizenship behaviors
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.
55. Emotional intelligence
The ability to understand and manage one's own moods and emotions and the moods and emotions of other people..
56. Organizational culture
The shared set of beliefs, expectations, values, norms and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
57. Organizational socialization
The process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.
58. Distributive justice
A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.
59. Procedural justice
A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.
An abstract knowledge structure that is stored in memory and makes possible the interpretation and organization of information about a person, event, or situation.
61. Gender schemas
Preconceived beliefs or ideas about the nature of men and women and their traits, attitudes, behaviors, and preferences.
62. Overt discrimination
Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
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