Principles of Management Midterm

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1.

accommodative stance

a social responsibility stance in which an organization meets its legal and ethical obligations but will also go beyond these obligations in selected cases the purchase of firm by a firm that is considerably larger a plan used to operatonalize any other kind of plan the degree to which managerial positions are concentrated in staff positions focuses on managing the total organization a strategy in which the firm attempts to maintain its current businesses and to be somewhat innovative in new businesses managers can be differentiated into marketing, financial, operations, human resources, administration, and other areas power that has been legitimized by the organization an organization's beginning the business activities formerly conducted by its suppliers a method of evaluating business relative to the growth rate of their market and the organization's share of the market emphasizes individual attitudes and behaviors and group processes a model of organization design consistent with the human relations movement and stressing attention to developing work groups and concern with interpersonal processes governing body elected by a corporation's stockholders and charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests a model of organization design based on a legitimate and formal system of authority the radical redesign of all aspects of a business to achieve major gains in cost, service, or time the set of strategic alternatives from which an organization chooses as it conducts business in a particular industry or market

17.

centralization

the process of systematically retaining power and authority in the hands of higher-level managers a clear and distinct line of authority among the positions in an organization consists of two distinct branches-scientific management and administrative management a system that does not interact with its environment a formal, written statement of the values and ethical standards that guide a firm's actions a skill or capability held by numerous competing firms the manager's abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others a situation in which an organization is not implementing valuable strategies that are being implemented by competing organizations an organization that competes with other organizations for resources the manager's ability to think in the abstract suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements the determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate monitoring organizational progress toward goal attainment the process of lining the activities of the various departments of the organization a formal and thorough analysis of the effectiveness of a firm's social performance the set of strategic alternatives from an organization chooses as it manages its operations simultaneously across several industries an several markets the set of procedures the organization uses in the even of a disaster or other unexpected calamity

18.

2.

acquisition action plan administrative intensity administrative management analyzer strategy areas of management authority backward vertical integration BCG matrix

chain of command classical management perspective closed system code of ethics

19.

3.

4.

20.

5.

21.

6.

22.

common strength communication skills

7.

23.

8.

24.

9.

competitive disadvantage

10.

25.

competitor conceptual skills contingency perspective

26.

11.

behavioral management perspective behavioral model

27.

12.

28.

contingency planning

13.

board of directors

29.

controlling coordination corporate social audit corporate-level strategy

30.

14.

bureaucracy business process change (reengineering) business-level strategy

31.

15.

32.

16.

33.

crisis management

34.

customer customer departmentalization decentralization

whoever pays money to acquire an organization's products or services grouping activities to respond to and interact with specific customers or customer groups the process of systematically delegating power and authority throughout the organization to middle and lower-level managers part of the planning process that involves selecting a course of action from a set of alternatives the manager's ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities the roles of entrepreneur, disturbance handler, resource allocator, and negotiator, which relate primarily to making decisions a strategy in which the firm focuses on lowering costs and improving the performance of current products a social responsibility stance in which an organization does everything that is required of it legally, but nothing more the process by which managers assign work to subordinates a plan of action that an organization chooses and implements to support specific goals the process of grouping jobs according to some logical arrangement the manager's ability to visualize the most appropriate response to a situation extent to which the organization is broken down into subunits a strategy in which an organization seeks to distinguish itself from competitors through the quality of its products services an organizational strength possessed by only a small number of competing firms

49.

diversification

35.

the number of different businesses that an organization is engaged in and the extent to which these businesses are related to one another exists in a group or organization when its members differ from one another along one or more important dimensions, such as age, gender, or ethnicity training that is designed to better enable members of an organization to function in a diverse and multicultural workforce based on multiple businesses in related areas operating within a lager organizational framework the overall health and vitality of the economic system in which the organization operates making the right decisions and successfully implementing them a strategy that promotes a superior alignment between the organization and its environment and the achievement of strategic goals using resources wisely and in a costeffective way a pattern of action that develops over time in an organization in the absence of mission and goals despite mission and goals a large-scale information system for integrating and synchronizing the many activities in the extended enterprise a normal process leading to systemm decline behavior that conforms to generally accepted social norms the extent to which an organization and its members follow basic ethical standards of behavior an individual's personal beliefs about whether a behavior, action, or decision is right or wrong the ethnic composition of a group or organization everything outside an organization's boundaries that might affect it the threat of new entrants, competitive rivalry, the threat of substitute products, the power of buyers, and the power of suppliers

50.

diversity

36.

51.

37.

decision making

diversity and multicultural training divisional (MForm) design economic dimension effective effective strategy

52.

38.

decision-making skills

53.

54.

39.

decisional roles

55.

40.

defender strategy

56.

efficient emergent strategy enterprise resource planning (ERP) entropy ethical behavior ethical compliance ethics

41.

defensive stance

57.

42.

delegation deliberate strategy

58.

43.

59.

44.

departmentalization

60.

45.

diagnostic skills

61.

46.

differentiation differentiation strategy

62.

47.

63.

ethnicity external environment five competitive forces

64.

48.

distinctive competence

65.

66.

focus strategy

a strategy in which an organization concentrates on a specific regional market, product line, or group of buyers an organization's beginning the business activities fo grouping jobs involving the same or similar based on the functional approach to departmentalization a method of evaluating business along two dimensions: 1. industry attractiveness and 2. competitive position; in general, the more attractive the industry and the more competitive the position, the more an organization should invest in a business the set of broad dimensions and forces in an organization's surroundings that create its overall context a perceived barrier that exists in some organizations that keeps women from advancing to top management positions international strategy in which a company views the world as single marketplace and has as its primary goal the creation of standardized goods and services that will address the needs of customers worldwide international strategy in which a company uses the core competency or firm-specific advantage it developed at home as its main competitive weapon in the foreign markets that it enters argued that workers respond primarily to the social context of the workplace a new product, service, or technology that modifies an existing one the roles of monitor, disseminator, and spokesperson, which involve the processing of information the managed effort of an organization to develop new products or services or new uses for existing products or services

79.

integration interest groups intermediate plan internal environment international dimension interpersonal roles interpersonal skills intrapreneurs

degree to which the various subunits must work together in a coordinated fashion a group organized by its members to attempt to influence business a plan that generally covers from one to five years the conditions and forces within an organization the extent to which an organization is involved in or affected by business in other countries the roles of figurehead, leader, and liaison, which involve dealing with other people the ability to communicate with, understand, and motivate both individuals and groups similar to entrepreneurs that they develop new businesses in the context of a large organization an alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences the determination of an individual's workrelated responsibilities an alternative to job specialization that involves giving the employee more tasks to perform an alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job an alternative to job specialization that involves systematically moving employees from one job to another the degree to which the overall task of the organization is broken down and divided into smaller component parts the set of processes used to get members of the organization to work together to further the interests of the organization one that works to facilitate the lifelong learning and personal development of all of its employees whole continually transforming itself to respond to changing demands and needs the extent to which an organization complies with local, state, federal, and international laws

80.

67.

forward vertical integration functional departmentalization functional design GE Business Screen

81.

68.

82.

69.

83.

70.

84.

85.

86.

71.

general environment

87.

72.

glass ceiling

job characteristics approach

88.

job design job enlargement job enrichment

73.

global strategy

89.

90.

74.

home replication strategy

91.

job rotation

75.

human relations movement incremental innovation informational roles

92.

job specialization leading

76.

93.

77.

94.

learning organization

78.

innovation

95.

legal compliance

96.

levels of management line position

the differentiation of managers into three basic categories-top, middle, and first-line a position in the direct chain of command that is responsible for the achievement of an organization's goals the use of persons or groups to formally represent a company or group of companies before political bodies to influence the government grouping jobs on the basis of defined geographic sites or areas a plan that covers many years, perhaps even decades; common long-range plans are five years or more a set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization's resources with the aim of achieving organizational goals in an efficient and effective manner a formal goal-setting process involving collaboration between managers and subordinates; the extent to which goals are accomplished is a major factor in evaluating and rewarding subordinates' performance focuses specifically on the development of mathematical models someone whose primary responsibility is to carry out the management process standards of behavior that guide individual managers in their work a change in the management process in an organization based on two overlapping bases of departmentalization similar to the bureaucratic or system 1 model, most frequently found in stable environments the purchase of one firm by another firm of approximately the same size a statement of an organization's fundamental purpose

111.

multicultural organization

97.

an organization that has achieved high levels of diversity, is able to fully capitalize on the advantages of diversity, and has few diversity-related problems the broad issues associated with differences in values, beliefs, behaviors, and attitudes held by people in different cultures international strategy in which a company manages itself as a collection of relatively independent operating subsidiaries, each of which focuses on a specific domestic market an approach to social responsibility in which firms do as little as possible to solve social or environmental problems a system that interacts with its environment a goal set by and for lower-level managers of the organization focuses on carrying out tactical plans to achieve operational goals concerned with helping the organization more efficiently produce its products or services balancing and reconciling possible conflicts very flexible and informal model of organization design, most often found in unstable and unpredictable environments a group of people working together in structured and coordinated fashion to achieve a set of goal any substantive modification to some part of the organization the set of values, beliefs, behaviors, customs, and attitudes that helps the members of the organization understand what it stands for, how it does things, and what it considers important the overall set of structural elements and the relationships among those elements used to manage the total organization an effort that is planned, organizationwide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge

112.

multiculturalism

98.

lobbying

113.

multidomestic strategy

99.

location departmentalization long-range plan

100.

114.

obstructionist stance open system operational goal operational plan operations management optimizing organic organization

115.

101.

management

116.

117.

118.

102.

management by objectives (MBO)

119.

120.

103.

management science

121.

organization

104.

manager

122.

organization change organization culture

123. 105.

managerial ethics managerial innovation matrix design mechanistic organization merger mission

106.

107.

124.

organization design organization development (OD)

108.

125.

109.

110.

126.

organization structure organizational behavior organizational justice organizational life cycle organizational opportunity organizational size organizational stakeholder organizational strength organizational threat organizational weakness organizing organizing overall cost leadership strategy owner philanthropic giving planned change planning policy

the set of elements that can be used to configure an organization contemporary field focusing on behavioral perspectives on management the perceptions of people in an organization regarding fairness progression through which organizations evolve as they grow and mature an are in the environment that, if exploited, may generate higher performance

145.

political-legal dimension pooled interdependence portfolio management technique proactive stance

127.

the government regulation of business and the relationship between business and government when unites operate with little interaction; their output is simply pooled a method of determining which business to engage in and how to manage these businesses to maximize corporate performance a social responsibility stance in which an organization views itself as a citizen in a society and proactively seeks opportunities to contribute a change in the way a product or service is manufactured, created, or distributed grouping activities around products or product groups a change in the physical characteristics or performance of an existing product or service o the creation of new ones a model that portrays how sales volume for products over the life of products a single-use plan of less scope and complexity than a program a strategy in which the firm encourages creativity and flexibility and is often decentralized applies quantitative techniques to management a new product, service, or technology that completely replaces an existing one a plan developed to react to an unforeseen circumstance a piecemeal response to circumstances as they develop a strategy in which a firm has no consistent approach to strategy when activities flow both ways between units government's attempts to influence business by establishing laws and rules that dictate what businesses can and cannot do

146.

128.

129.

147.

130.

148. 131.

total number of full-time equivalent employees person or organization who is directly affected by the practices of an organization has a stake in its performance a skill or capability that enables an organization to conceive of and implement its strategies an area in the environment that increases the difficulty of an organization's achieving high performance a skill or capability that does not enable an organization to choose and implement strategies that support its mission determining how activities and resources are to be grouped deciding how best to group organizational activities and resources a strategy in which an organization attempts to gain a competitive advantage by reducing its costs below the costs of competing firms whoever can claim property rights to an organization awarding funds or gifts to charities or other worthy causes change that is designed and implemented in an orderly and timely fashion in anticipation of future events setting an organization's goals and deciding how best to achieve them a standing plan that specifies the organization's general response to a designated problem or situation an organization created to solicit and distribute money to political candidates
156. 153.

132.

149.

process innovation

133.

150.

134.

product departmentalization product innovation

151.

135.

152.

product life cycle

136.

137.

program prospector strategy

138.

154.

155.

139.

quantitative management perspective radical innovation

140.

141.

157.

reaction plan reactive change reactor strategy reciprocal interdependence regulation

142.

158.

143.

159.

160.

144.

political action committee

161.

162.

regulator

a unit that has the potential to control, legislate, or otherwise influence the organization's policies and practices an agency created by the government to regulate business activities a strategy in which an organization operates in several businesses that are somehow linked with one another how an organization distributes its resources across the areas in which it competes describe exactly how specific activities are to be carried out a law passed in 2002 that requires CEOs and CFOs to personally vouch for the truthfulness and fairness of their firms' financial disclosures concerned with improving the performance of individual workers when applied to strategy, it specifies the range of markets in which an organization will compete when the output of one unit becomes the input for another in sequential fashion a plant that generally covers a span of one year or less a strategy in which an organization manufactures just on product or service and sells it in a single geographic market

180.

163.

regulatory agency related diversification resource deployment rules and regulations Sarbanes-Oxley

standard operating procedure (SOP) standing plan strategic goal strategic imitation strategic management

a standard plan that outlines the steps to be followed in particular circumstances

181.

164.

developed for activities that recur regularly over a period of time a goal set by and for top management of the organization the practice of duplicating another organization's distinctive competence and thereby implementing a valuable strategy a comprehensive and ongoing management process aimed at formulating and implementing effective strategies; a way of approaching business opportunities and challenges an organization working together with one or more other organizations in a joint venture or similar arrangement a general plan outlining decisions of resource allocation, priorities, and action steps necessary to reach strategic goals a comprehensive plan for accomplishing an organization's goals the set of processes involved in creating or determining the strategies of the organization; it focuses on the content of strategies the methods by which strategies are operationalized or executed within the organization; it focuses on the processes through which strategies are achieved a system within another system an organization that provides resources for other organizations a competitive advantage that exists after all attempts at strategic imitation have ceased two or more subsystems working together to produce more than the total of what they might produce working alone an interrelated set of elements functioning as a whole similar to bureaucratic model similar to the behavioral model a goal set by and for middle managers of the organization

182.

165.

183.

166.

184.

167.

185.

168.

scientific management scope

strategic partners (strategic allies) strategic plan

169.

186.

170.

sequential interdependence short-range plan single-product strategy single-use plan

187.

strategy strategy formulation

171.

188.

172.

189. 173.

developed to carry out a course of action that is not likely to be repeated in the future based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors the set of obligations an organization has to protect and enhance the societal context in which it functions the customs, mores, values, and demographic characteristics of the society in which the organization functions employees deliberately working at a slow pace the number of people who report to a particular a position intended to provide expertise, advice, and support for line positions
190. 191.

strategy implementation

174.

situational view of organization design social responsibility sociocultural dimension

subsytem supplier sustained competitive advantage synergy

175.

192.

176.

193.

194.

system system 1 design system 4 design tactical goal

177.

soldiering span of management staff position

195. 196. 197.

178.

179.

198.

tactical plan

a plan aimed at achieving tactical goals and developed to implement specific parts of a strategic plan a plan aimed at achieving tactical goals and developed to implement parts of a strategic plan specific organizations or groups that influence an organization an approach to organization design that relies almost exclusively on project-type teams, with little or no underlying functional hierarchy a change in the appearance or performance of a product or service, or of the physical processes through which a product or service passes the skills necessary to accomplish or understand the specific kind of work being done ine an organization the methods available for converting resources into products or services conversion processes used to transform inputs into outputs a conceptual framework for organizing knowledge and providing a blueprint for action a pessimistic and negative view of workers consistent with the views of scientific management a positive view of workers; it represent the assumptions that human relations advocates make the manager's ability to prioritize work, to work efficiently, and to delegate appropriately international strategy in which a company attempts to combine the benefits of global scale efficiencies with the benefits and advantages of local responsiveness unpredictability created by environmental change and complexity behavior that does not conform to generally accepted norms an attempt to identify the one best way to do something a strategy in which an organization operates multiple businesses that are not logically associated with one another one that has little or no formal structure

216.

whistleblowing work team

the disclosing by an employee of illegal or unethical conduct on the part of others within the organization an alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

199.

tactical plan

217.

200.

task environment team organization

201.

202.

technical innovation

203.

technical skills

204.

technological dimension technology theory

205.

206.

207.

theory x

208.

theory y

209.

time management skills transnational strategy

210.

211.

uncertainty unethical behavior universal perspective unrelated diversification virtual organization

212.

213.

214.

215.