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manager

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Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.

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first line managers

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Managers at the lowest level of management who manage the work of non-managerial employees.

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middle managers

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Managers between the lowest level and top levels of the organization who manage the work of fire-line managers.

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top managers

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Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.

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organization

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A deliberate arrangement of people to accomplish some specific purpose

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management

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Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.

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efficiency

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Doing things right or getting the most output from the least amount of input.

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effectiveness

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Doing the right things, or doing those work activities that will result in achieving goals.

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planning

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Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate goals.

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organizing

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Management function that involves arranging and structuring work to accomplish the organizations goals.

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leading

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Management function that involves working with and through people to accomplish organizational goals.

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controlling

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Management function that involves monitoring, comparing, and correcting work performance.

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managerial roles

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Specific actions or behaviors expected of and exhibited by a manager.

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interpersonal roles

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Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.

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informational roles

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Managerial roles that involve collecting, receiving, and disseminating information.

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decisional roles

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Managerial roles that revolve around making choices.

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technical skills

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Job-specific knowledge and techniques needed to proficiently perform work tasks.

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human skills

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The ability to work well with other people individually and in a group.

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conceptual skills

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The ability to think and to conceptualize about abstract and complex situations.

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sustainability

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A company's ability to achieve it's business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

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Universality of Management

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The reality that management is needed in all types of sizes of organizations, at all organizational levels, in all organizational areas and in organizations no matter where located.

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division of labor

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The breakdown of jobs into narrow and repetitive tasks.

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industrial revolution

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A period during the late 18th century when machine power was substituted for human power, making it more economical to manufacture goods in factories than at home.

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classical approach

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First studies of management, which emphasized rationality and making organizations and workers as efficient as possible.

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scientific management

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An approach that involves using the scientific method to find the "one best way" for a job to be done.

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general administration theory

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An approach to management that focuses on describing what managers do and what constitutes good management practice.

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principles of management

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Fundamental rules of managerial that could be applied in all organizational situations and taught in schools.

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bureaucracy

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A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

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organizational behavior

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The study of the actions of people at work.

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quantitative approach

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The use of quantitative techniques to improve decision-making.

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contingency approach

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A management approach that recognizes organizations as different, which means they face different situations and require different ways of managing.

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omnipotent view of management

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The view that managers are directly responsible for an organizations success or failure.

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symbolic view of management

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The view that much of an organizations success or failure is due to external forces outside managers' control.

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external environment

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Those factors and forces outside the organization that affect its performance.

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environmental uncertainty

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The degree of change and complexity in an organization's environment.

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stakeholders

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Any constituencies in the organizations environment that are affected by an organization's decisions and actions.

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organizational culture

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The shared values, principles, traditions, and ways of doing things that influence the way organizational members act and that distinguish the organization from other organizations.

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ethnocentric attitude

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parochialistic belief that the best work approaches and practices are those of the home country

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polycentric attitude

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host country knows the best work approaches

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geocentric attitude

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A world-oriented view that focuses on using the best approaches and people from around the globe.

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EU

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27 european nations

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euro

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european currency

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NAFTA

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agreement among mexicans

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MNC

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international companies

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global company

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MNC

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exporting

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sending out supplies

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importing

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bringing supplies in

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licensing

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gives another company the right to sell products

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franchising

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gives another person the right to use its name

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strategic alliance

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A long-term partnership between two or more companies established to help each company build competitive market advantages.

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joint venture

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A partnership created by two or more companies for a specific purpose over a set period of time

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workforce diversity

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how people are the same and different

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race

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A group of human beings distinguished by physical traits, blood types, genetic code patterns or genetically inherited characteristics.

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ethnicity

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A social division based on national origin, religion, language, and often race.

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stereotyping

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Assuming that everyone in a particular group is the same.

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social obligation

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must do something when it is wrong

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classical view

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mANAGEMENTS ONLY RESPONsiblity is to maximize profits

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socioeconomic view

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beyond making profits

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social responsiveness

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refers to a company's strategy for responding to stakeholders' expectations concerning economic, legal, ethical, or discretionary responsibility

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social responsibility

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An organization's obligation to maximize its positive impact and minimize its negative impact on society

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social screening

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applying social criteria (screens) to investment decisions.

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green management

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managers consider the impact of their organization on the natural environment

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ethics

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A system of moral principles.

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values

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Beliefs of a person or social group in which they have an emotional investment (either for or against something).

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code of ethics

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A guideline to help marketing managers and other employees make better decisions

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whistle blowing

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An engineer is required by law to report safety infringements committed by his or her employer and clients. Reporting such infringements is called whistle blowing.

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social entrepreneur

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An individual who pursues initiatives and opportunities and mobilizes resources to address social problems and needs in order to improve society and well-being through creative solutions.

Robbins Coulter Management 12th edition (Chapters 1-5) – Flashcards

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