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

Flashcard maker : Lily Taylor
manager
Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
first line managers
Managers at the lowest level of management who manage the work of non-managerial employees.
middle managers
Managers between the lowest level and top levels of the organization who manage the work of fire-line managers.
top managers
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.
organization
A deliberate arrangement of people to accomplish some specific purpose
management
Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
efficiency
Doing things right or getting the most output from the least amount of input.
effectiveness
Doing the right things, or doing those work activities that will result in achieving goals.
planning
Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate goals.
organizing
Management function that involves arranging and structuring work to accomplish the organizations goals.
leading
Management function that involves working with and through people to accomplish organizational goals.
controlling
Management function that involves monitoring, comparing, and correcting work performance.
managerial roles
Specific actions or behaviors expected of and exhibited by a manager.
interpersonal roles
Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.
informational roles
Managerial roles that involve collecting, receiving, and disseminating information.
decisional roles
Managerial roles that revolve around making choices.
technical skills
Job-specific knowledge and techniques needed to proficiently perform work tasks.
human skills
The ability to work well with other people individually and in a group.
conceptual skills
The ability to think and to conceptualize about abstract and complex situations.
sustainability
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.
Universality of Management
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.
division of labor
The breakdown of jobs into narrow and repetitive tasks.
industrial revolution
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.
classical approach
First studies of management, which emphasized rationality and making organizations and workers as efficient as possible.
scientific management
An approach that involves using the scientific method to find the “one best way” for a job to be done.
general administration theory
An approach to management that focuses on describing what managers do and what constitutes good management practice.
principles of management
Fundamental rules of managerial that could be applied in all organizational situations and taught in schools.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
organizational behavior
The study of the actions of people at work.
quantitative approach
The use of quantitative techniques to improve decision-making.
contingency approach
A management approach that recognizes organizations as different, which means they face different situations and require different ways of managing.
omnipotent view of management
The view that managers are directly responsible for an organizations success or failure.
symbolic view of management
The view that much of an organizations success or failure is due to external forces outside managers’ control.
external environment
Those factors and forces outside the organization that affect its performance.
environmental uncertainty
The degree of change and complexity in an organization’s environment.
stakeholders
Any constituencies in the organizations environment that are affected by an organization’s decisions and actions.
organizational culture
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.
ethnocentric attitude
parochialistic belief that the best work approaches and practices are those of the home country
polycentric attitude
host country knows the best work approaches
geocentric attitude
A world-oriented view that focuses on using the best approaches and people from around the globe.
EU
27 european nations
euro
european currency
NAFTA
agreement among mexicans
MNC
international companies
global company
MNC
exporting
sending out supplies
importing
bringing supplies in
licensing
gives another company the right to sell products
franchising
gives another person the right to use its name
strategic alliance
A long-term partnership between two or more companies established to help each company build competitive market advantages.
joint venture
A partnership created by two or more companies for a specific purpose over a set period of time
workforce diversity
how people are the same and different
race
A group of human beings distinguished by physical traits, blood types, genetic code patterns or genetically inherited characteristics.
ethnicity
A social division based on national origin, religion, language, and often race.
stereotyping
Assuming that everyone in a particular group is the same.
social obligation
must do something when it is wrong
classical view
mANAGEMENTS ONLY RESPONsiblity is to maximize profits
socioeconomic view
beyond making profits
social responsiveness
refers to a company’s strategy for responding to stakeholders’ expectations concerning economic, legal, ethical, or discretionary responsibility
social responsibility
An organization’s obligation to maximize its positive impact and minimize its negative impact on society
social screening
applying social criteria (screens) to investment decisions.
green management
managers consider the impact of their organization on the natural environment
ethics
A system of moral principles.
values
Beliefs of a person or social group in which they have an emotional investment (either for or against something).
code of ethics
A guideline to help marketing managers and other employees make better decisions
whistle blowing
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.
social entrepreneur
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.

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