GMS 200: Chapter 1

Social Capital

A capacity to get things done with the support and help of others

Learning

A change in behaviour that results from experience

Organization

A collection of people working together to achieve a common purpose

Board of Directors

A group of people who are supposed to make sure an organization is well run and managed in a lawful and ethical manner

Administrator

A manager in a public or nonprofit organization

Effective Manager

A manager who helps others achieve high performance and satisfaction at work

Manager

A person who supports, activates, and is responsible for the work of others

Open System

A system that transforms resource inputs from the environment into product outputs

Upside-Down Pyramid

A view of organizations that shows customers at the top being served by workers who are supported by managers

Free-Agent Economy

An economy where people change jobs more often, and many work on independent contracts with a shifting mix of employers

Performance Efficiency

An input measure of the resource costs associated with goal accomplishment

Glass Ceiling Effect

An invisible barrier limiting career advancement of women and visible minorities

Shamrock Organization

An organization that operates with a core group of full-time, long-term workers supported by others who work on contracts and part-time.

Performance Effectiveness

An output measure of task or goal accomplishment

Lifelong Learning

Continuous learning from daily experiences

Team Leaders

Leaders who report to middle managers and supervise non-managerial workers

General Managers

Managers who are responsible for more complex, multifunctional units

Functional Managers

Managers who are responsible for one area, such as finance, marketing, production, personnel, accounting, or sales

Line Managers

Managers who directly contribute to producing the organization's goods or services

Top Managers

Managers who guide the performance of the organization as a whole or of one of its major parts

Middle Managers

Managers who oversee the work of large departments or divisions

Staff Managers

Managers who use special technical expertise to advise and support the efforts of line workers.

Competency

One's personal talents or job-related capabilities

Management Process

Planning, organizing, leading, and controlling the use of resources to accomplish performance goals

Knowledge Worker

Someone whose mind is a critical asset to employers

Emotional Intelligence

The ability to manage ourselves and our relationships effectively

Conceptual Skill

The ability to think analytically to diagnose and solve complex problems

Skill

The ability to translate knowledge into action that results in desired performance

Self-Management

The ability to understand oneself, exercise initiative, accept responsibility, and learn from experience

Technical Skill

The ability to use expertise to perform tasks with proficiency

Tech IQ

The ability to use technology and to stay updated as technology continues to evolve

Human Skill

The ability to work well in cooperation with other people

Discrimination

The active denial of full benefits of organizational membership to members of certain groups

Corporate Governance

The active oversight of management decisions and performance by a company's board of directors

Intellectual Capital

The collective brainpower or shared knowledge of a workforce

Commitment

The degree to which one works to apply their talents and capabilities to important tasks

Agenda Setting

The development of action priorities for accomplishing goals and plans

Prejudice

The display of negative, irrational attitudes toward members of diverse populations

Ethics

The moral standards of what is "good" and "right" in one's behaviour

Quality of Work Life

The overall quality of human experiences in the workplace

Leading

The process of arousing people's enthusiasm and inspiring efforts to achieve goals

Networking

The process of creating positive relationships with people who can help advance agendas

Organizing

The process of defining and assigning tasks, allocating resources, and providing resource support

Controlling

The process of measuring performance and taking action to ensure desired results

Planning

The process of setting goals and making plans to achieve them

Productivity

The quantity and quality of work performance, with resource utilization considered

Accountability

The requirement to show performance results to a superior

Social Networking

The use of dedicated websites and applications to connect people having similar interests

Globalization

The worldwide interdependence of resource flows, product markets, and business competition

Reshoring

What occurs when firms move jobs back home from foreign locations

Job Migration

What occurs when firms shift jobs from a home country to foreign ones

Workforce Diversity

Workers' differences in terms of gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness