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| Chapter 1 | |
| Organization | A deliberate arrangement of people to accomplish some specific purpose |
| Manager | an organizational member who integrates and coordinates the work of others |
| First-line managers | Supervisors; the lowest level of management |
| Middle Managers | All levels of management between the supervisory level and the top level of the organization |
| Top Managers | Managers at or near the top of the organization who are responsible for making organization-wide |
| decisions and establishing the policies and strategies that affect the entire organization | |
| Management | The process of coordinating and integrating work activities so that they're completed efficiently |
| and effectively with and through other people | |
| Efficiency | DOING THINGS RIGHT Decisions and establishing the policies and strategies that affect the entire organization |
| Effectiveness | DOING THE RIGHT THING Goal Attainment |
| Management functions | Managers work activities of planning, organizing, leading, and controlling |
| Planning | Includes defining goals, establishing strategy, and developing plans to coordinate activities |
| Organizing | Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made |
| Leading | Includes Motivating subordinates, directing others, selecting the most effective communication channels, and resolving conflicts |
| Controlling | Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviation |
| Management Process | The set of ongoing decisions and actions in which managers engage as they plan organize, lead, and control. |
| Management Roles | Specific categories of managerial behavior |
| Impersonal Roles | Roles that involve figurehead, leader, and liaison activities |
| Informational roles | Roles that involve monitor, disseminator, and spokesperson activities |
| Decisional roles | Roles that involve entrepreneur, disturbances handler, resource allocator, and negotiator |
| Technical skills | Skills that include knowledge of and proficiency in a certain specialized field |
| Human skills | The ability to work well with other people both individually and in a group |
| Conceptual skills | The ability to think and conceptualize about abstract situations, to see the organization as a whole and the relationships among it's various subunits, and to visualize how the organization fits into its environment |
| System | A set of interrelated and interdependent parts arranged in a manner that produces a unified whole |
| Closed systems | Systems that are not influenced by and do not interact with their environment |
| Open Systems | Systems that dynamically interact with their environment |
| Contingency perspective | A view that the organization recognizes and responds to situational variables as they arise |
| Small business | An independently owned and operated profit-seeking enterprise having fewer than 500 employees |
| Entrepreneurship | a process by which people pursue opportunities, fulfilling needs and wants through innovation, without regard to the resources they currently control |
| Chapter 2 | |
| Division of Labor | The breakdown of jobs into narrow, repetitive tasks |
| Industrial Revolution | The advent of machine power, mass production, and efficient transportation |
| Classical Theorists | The term used to describe early management theorists whose writings established the framework for many of our contemporary ideas on management and organization |
| Scientific management | The use of the scientific method to define the "one best way" for a job to be done |
| Therbligs | a classification scheme for labeling seventeen basic hand motions |
| General administrative theorists | Writers who developed general theories of what managers do and what constitutes good management practice. |
| Principles of management | Universal truths of management that can be taught in schools |
| Bureaucracy | A form of organization marked by division of labor, hierarchy, rules and regulations, and impersonal relationships |
| Organizational behavior | A field of study concerned with the actions (behavior) of people at work BEHAVIOR APPROACH |
| HUGO MUNSTERBERG - THE HAWTHORNE STUDIES AT WESTERN ELECTRIC COMPANY WORKS | |
| Motivation | the willingness to exert high levels of effort to reach organizational goals as conditioned by that effort's ability to satisfy some individual need |
| Hierarchy of needs theory | Maslow's theory that there is a hierarchy of five human needs: physiological, safety, social esteem, and self-actualization. As each need is substantially satisfied, the next becomes dominant |
| Physiological need | Basic food, drink, shelter, and sexual needs |
| Safety need | A person's needs for security and protection from physical and emotional harm |
| Social needs | A person's needs for affection, belongingness, acceptance, and friendship |
| Esteem need | Internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition, and attention. |
| Self-actualization needs | A person's drive to become what he or she is capable of becoming |
| Theory X | The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform |
| Theory Y | The assumption that employees are creative, seek responsibility, and exercise self-direction |
| Motivation-hygiene theory | The theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction |
| hygiene factors | Factors that eliminate job dissatisfaction |
| Motivators | Factors that increase job satisfaction |
| Leadership | an influence process in which individuals, by their actions, facilitate the movement of a group toward a common or shared goal |
| Behavioral theories | Leadership theories identifying behaviors that differentiate effective leaders from ineffective leaders |
| autocratic style | describes a leader who typically tends to centralize authority, dictate work methods, make unilateral decisions, and limit subordinate participation. |
| Democratic style | Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods, and use feedback as an opportunity for coaching |
| Laissez-faire style | Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit |
| Initiating structure | The extent to which a leader defines and structures his or her role and the roles of subordinates to attain goals |
| Consideration | The extent to which a person has job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings |
| High-high leader | a leader high in both initiating structure and consideration |
| Managerial grid | A two-dimensional portrayal of leadership based on concern for people and concern for production. |
| Workforce diversity | Employees in organizations are heterogeneous in terms of gender, race, ethnicity, or other characteristics |
| Learning organization | an organization that has developed the capacity to continuously adapt and change |
| Reengineering | a radical redesign of all or part of a company's work process to improve productivity and financial performance |
| TQM Total Quality Management | a philosophy of management that is driven by customer needs and expectations and focuses on continual improvement in work processes |
| Downsizing | organizational restructuring efforts in which individuals are laid off from their jobs |
| Contingent workers | non permanent workers including temporaries, part-timers, consultants, free-lancers, and contract worker |
| Empowerment | Increasing the decision-making discretion of workers |
| Psychological contracts | The unwritten commitments and perceived obligations between workers and employers |
| Chapter 3 | |
| Omnipotent view of management | The view that managers are directly responsible for an organizations success or failure |
| Symbolic view of management | The view that managers have only a limited effect on substantive organizational outcomes because of the large number of factors outside of management's control |
| IN REALITY | MANAGERS ARE NEITHER HELPLESS NOR ALL POWERFUL |
| Organizational culture | A system of shared meaning within an organization that determines, in large degree, how employees act THE PERSONALITY OF THE ORGANIZATION. HOW THEY MAKE SENSE OF THINGS |
| Strong Cultures | Organizations in which the key values are intensely held and widely shared STABLE IDENTITY |
| How to learn culture | STORIES, RITUALS, MATERIAL SYMBOLS (LOGOS, ETC), LANGUAGE |
| Environment | Outside institutions or forces that potentially affect an organization's performance |
| General Environment | Everything outside the environment |
| Specific environment | The part of the environment that is directly relevant to the achievement of an organization's goals |
| Environmental Complexity | The number of components in an organization's environment and the extent of an organization's knowledge about its environmental components. |
| Intranets | Internal organizational communication systems that use internet technology and are accessible only by employees |
| Chapter 4 | |
| Parochialism | A narrow view of the world; an inability to recognize differences between people |
| Polycentric attitude | The view that the managers in the host country know the best work approaches and practices for running their operations |
| Geocentric attitude | A world-oriented view that focuses on using the best approaches and people from around the globe |
| European Union (EU) | A union of 15 European nations created to eliminate national barriers to travel, employment, investment, and trade |
| NAFTA | An agreement among the Mexican, Canadian, and US gov'ts in which all barriers to free trade will eventually be eliminated |
| ASIAN Association of Southeast Asian Nations | A trading alliance of ten Southeast Asian nations |
| Multinational Corporation | (MNC) A company that maintains significant operations in more than one country simultaneously by manages them all from one base in a home country |
| Transnational Corporation | A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country |
| Borderless organization | A global type of organization in which artificial geographical barriers are eliminated so that the management structure can be more effectively globalized |
| National Culture | The attitudes and perspectives shared by individuals from a specific country that shape their behavior and the way they see the world |
| Individualism | A cultural dimension in which people are supposed to look after their own interests and those of their immediate family |
| Collectivism | A cultural dimension in which people expect others in their group to look after them and to protect them when they are in trouble |
| Power distance | A cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organizations |
| Uncertainty avoidance | A cultural measure of the degree to which people tolerate risk and unconventional behavior |
| Quantity of Life | a national culture attribute describing the extent to which societal values are characterized by assertiveness and materialism |
| Quality of Life | A national culture attribute that reflects the emphasis placed upon relationships and concern for others |
| Culture shock | the feelings of confusion, disorientation, and emotional upheaval caused by being immersed in a new culture |
| Organizational socialization | The process that employees go through to adapt to an organization's culture |
| Classical View | The view that management's only socail responsibility is to maximize profits |
| Sociaoeconomic view | The view that management's social responsibility goes well beyond the making of profits to include protecting and improving society's welfare |
| Social Respnsibility | An obligation, beyond that required by the law and economics, for a firm to pursue long-term goals that are good for society |
| Social obligation | the obligation of a business to meet its economic and legal responsibilities |
| Social responsiveness | The capacity of a firm to adapt to changing societal conditions |
| Values-based management | An approach to managing in which managers establish, promote, and practice and organization's shared values |
| Shades of Green | An organization's level of environmental sensitivities |
| Utilitarian view of ethics | Decisions are made solely on the basis of their outcomes or consequences. |
| Rights view of ethics | Decisions are concerned with respecting and protecting basic rights of individuals |
| Theory of Justice View of Ethics | Decision makers seek to impose and enforce rules fairly and impartially |
| Integrative social contracts theory | A view that proposes that decisions should be made on the basis of empirical (what is) and normative (what should be) factors |
| Values | Basic convictions about what is right and wrong |
| Ego Strength | A personality characteristic that measures the strength of a person's convictions |
| Locus of Control | A personality attribute that measures the degree to which people believe they are masters of their own fate. |
| CHAPTER 6 | |
| Decision | A choice made from two or more alternatives |
| Decision-making process | A set of eight steps that include identifying a problem, selecting an alternative, and evaluating the decision's effectiveness |
| Problem | A discrepancy between an existing and desired state of affairs |
| SALES ARE DOWN - SYMPTOM, NOT THE PROBLEM | |
| Decision criteria | Criteria that define what is relevant in a decision |
| Implementation | Conveying a decision to those affected and getting their commitment to it |
| Rational | Describes choices that are consistant and value-maximizing within specified constraints |
| Bounded rationality | Behavior that is rational within the parameters of a simplified model that captures the essential features of a problem |
| Satisficing | A word that the authors made up and say it means: Acceptance of solutions that are "good enough" |
| Intuitive decision making | an unconscious process of making decisions on the basis of experience and accumiulated judgment |
| Well-structured problems | Straitforward, familiar, easily defined problems |
| Programmed decision | A repetative decision that can be handled by a routine approach |
| Procedure | A series of interrelated sequential steps that can be used to respond to a structured problem |
| Rule | An explicit statement that tells managers what they ought or ought not to do |
| Policy | A guide that establishes parameters for making decisions. |
| Ill-structured problems | New problems in which information is ambiguous or incomplete |
| Nonprogrammed decision | a unique decision that requires a custome-made solution |
| Uncertainty | A situation in which a decision maker has neither certainty nor reasonable probability estimates available |
| Problem avoider | A person who approaches problems by avoiding or ignoring information that points to a problem |
| Problem solver | A person who approaches problems by trying to solve them as they come up |
| Problem seeker | a person who approaches problems by actively seeking out problems to solve or new opportunities to pursue |
| Directive style | A decision-making style that is characterized by a low tolerance for ambiguity and a rational way of thinking |
| Analytic style | a decision-making style that is characterized by a high tolerance for ambiguity and a rational way of thinking |
| Conceptual style | A decision-making style that is characterized by a high tolerance for ambiguity and an intuitive way of thinking |
| Behavioral style | A decision-making style that tis characterized by a low tollerance for ambiguity and an intuitive way of thinking |