Management midterm chapter key terms
management by objectives (MBO) 193
"Four-step process in which (1) managers and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performance, and (4) the manager makes a performance appraisal and rewards the employee according to results"
balanced scorecard 706
"Gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer satisfaction, (2) internal processes, (3) the organization's innovation and improvement activities, and (4) financial measures,"
"abusive supervision 91
"Occurs when supervisors repeatedly display verbal and nonverbal hostility toward their subordinates"
adjourning (team formation)
"the stage in which members of an organization prepare for disbandment"
controlling 696
monitoring performance, compare with goals, take corrective action
controlling
monitoring performance, comparing it with goals, and taking corrective action as needed
soft skills 20
motiviate, trust, communicate
task environment 80
of global environment... "Eleven groups that present you with daily tasks to handle: customers, competitors, suppliers, distributors, strategic allies, employee organizations, local communities, financial institutions, government regulators, special-interest groups, and mass media"
mission 186
purpose or reason for being
functional manager 12
responsible for just one organizational acitivty
general manager 13
responsible for several organizational acitivities
Deming management 718
"Ideas proposed by W. Edwards Deming for making organizations more responsive, more democratic, and less wasteful"
sociocultural forces 87
"Influences and trends originating in a country's, a society's, or a culture's human relationships and values that may affect an organization"
informational roles 17
"Managers as monitors, disseminators, and spokespersons"
top managers 11
"Managers who determine what the organization's long-term goals should be for the next 1-5 years with the resources they expect to have available"
cascading goals 196
"Objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization"
norming 571
"One of five stages of forming a team; stage three, in which conflicts are resolved, lose relationships develop, and unity and harmony emerge"
individual approach 94
"One of four approaches to solving ethical dilemmas" "ethical behavior is guided by what will result in the individual's best long-term interests, which ultimately are in everyone's self-interes"
utilitarian approach 94
"One of four approaches to solving ethical dilemmas; ethical behavior is guided by what will result in the greatest good for the greatest number of people"
external stakeholders 80
"People or groups in the organization's external environment that are affected by it"
competitors 81
"People or organizations that compete for customers or resources"
Lean Six Sigma 725
"Quality-control approach that focuses on problem solving and performance improvement—speed with excellence—of a well-defined project"
maintenance role 579
"Relationship-related role consisting of behavior that fosters constructive relationships among team member"
triple bottom line 76
"Representing people, planet, and profit (the 3 Ps)-measures an organization's social, environmental, and financial performance"
clawbacks 82
"Rescinding the tax breaks when firms don't deliver promised jobs"
forming 570
"The first of the five stages of forming a team, in which people get oriented and get acquainted"
performing 571
"The fourth of five stages of forming a team, in which members concentrate on solving problems and completing the assigned task"
corporate social responsibility (CSR) 99
"The notion that corporations are expected to go above and beyond following the law and making a profit, to take actions that will benefit the interests of society as well as of the organization"
storming 571
"The second of five stages of forming a team in which individual personalities, roles, and conflicts within the group emerge"
control process steps 699
"he four steps in the process of controlling: (1) establish standards; (2) measure performance; (3) compare performance to standards; and (4) take corrective action, if necessary"
demographic forces 87
"influences on an organization arising from changes in the characteristics of a population, such as age gender, or ethnic origin"
interpersonal roles 17
"the roles in which managers interact with people inside and outside their work units. The three interpersonal roles include figurehead, leader, and liaison activities"
middle managers 12
"they implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them"
first-line managers 12
"they make short-term operating decisions, directing the daily tasks of nonmanagerial personnel"
ethics 91
standards of right and wrong
long-term goals 190
1-5 years strategic plan
management 5
The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources
Decisional Roles (Mintzberg)
entrepreneur, disturbance handler, resource allocator, negotiator
four management functions
planning - set goals decide how to achieve organizing - arrange tasks people resources leading - motivating directing influencing controlling - monitor perofrmance and take corrective action
core competencies
capabilities that serve as a source of competitive advantage for a firm over its rivals
concurrent control 704
collecting info real time
feedforward control 703
prevent future problems
macroenvironment 84
contrast task enviorment "six forces: economic, technological, sociocultural, demographic, political-legal, and international"
two core principles of TQM 719
"(1) People orientation—everyone involved with the organization should focus on delivering value to customers—and (2) improvement orientation—everyone should work on continuously improving the work processes"
Kaizen 722
"A Japanese philosophy of small continuous improvement that seeks to involve everyone at every level of the organization in the process of identifying opportunities and implementing and testing solutions"
PDCA cycle 719
"A Plan-Do-Check-Act cycle using observed data for continuous improvement of operations"
total quality management (TQM) 719
"A comprehensive approach—led by top management and supported throughout the organization—dedicated to continuous quality improvement, training, and customer satisfaction,"
planning/control cycle 198
"A cycle that has two planning steps (1 and 2) and two control steps (3 and 4), as follows: (1) Make the plan. (2) Carry out the plan. (3) Control the direction by comparing results with the plan. (4) Control the direction by taking corrective action in two ways—namely (a) by correcting deviations in the plan being carried out or (b) by improving future plans"
code of ethics 98
"A formal, written set of ethical standards that guide an organization's actions"
means-end chain 190
"A hierarchy of goals; in the chain of management (operational, tactical, strategic), the accomplishment of low-level goals are the means leading to the accomplishment of high-level goals or ends"
strategic management 181
"A process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals"
Six Sigma 725
"A rigorous statistical analysis process that reduces defects in manufacturing and service-related industries"
ethical dilemma 89
"A situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal"
cross-functional teams 567
"A team that is staffed with specialists pursuing a common objective"
ethical climate 97
"A term that refers to employees' perceptions about the extent to which work environments support ethical behavior"
incremental budgeting 707
"Allocating increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are reviewed"
goal 190
"Also known as objective; a specific commitment to achieve a measurable result within a stated period of time"
task role 578
"Behavior that concentrates on getting the team's task done"
ethical behavior 91
"Behavior that is accepted as "right" as opposed to "wrong" according to those standards"
political-legal forces 88
"Changes in the way politics shape laws and laws shape the opportunities for and threats to an organization"
feedback control 704
"Collecting performance information after a task or project is done"
operational planning 189
"Determining how to accomplish specific tasks with available resources within the next 1-week to 1-year period; done by first-line managers"
tactical planning 189
"Determining what contributions departments or similar work units can make with their given resources during the next 6 months to 2 years; done by middle management"
team leaders 12
"Facilitate team members' activities to help teams achieve their goals"
economic forces 85
"General economic conditions and trends—unemployment, inflation, interest rates, economic growth—that may affect an organization's performance"
operational goals 190
"Goals that are set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goal"
tactical goals 190
"Goals that are set by and for middle managers and focus on the actions needed to achieve strategic goal"
strategic goals 190
"Goals that are set by and for top management and focus on objectives for the organization as a whole"
organization 5
group of people working together to achieve purpose
moral-rights approach 95
1/4 "ethical behavior is guided by respect for the fundamental rights of human beings"
justice approach 95
One of four approaches to solving ethical dilemmas "ethical behavior is guided by respect for impartial standards of fairness and equity"
SMART goal
Specific, Measurable, Attainable, Realistic, Timely
Chapter 1
The exceptional manager
team reflexivity 580
adapt accordingly
general environment 84
includes six forces: economic, technological, sociocultural, demographic, political-legal, and international"not globalization!
short-term goals 190
less than a year
strategic planning 188
long term goals 1-5 yrs
