Term
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Definition
| the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. |
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Definition
| the management function concerned with defining goals for future organizational performance and deciding on tasks and resources needed to attain them. |
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Definition
| the management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments. |
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Definition
| the management function that involves the use of influence to motivate employees to achieve the organization's goals. |
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Definition
| the management function concerned with monitoring the employee's activities, keeping the organization on track toward its goals and making corrections as needed. |
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Definition
| a social entity that is goal directed and deliberately structured. |
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Definition
| the degree to which the organization achieves a stated goal. |
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Definition
| the use of minimal resources-raw materials, money, and people-to produce a desired volume of output. |
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Definition
the organization's ability to attain its goals by using resources in an efficient and effective manner.
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| the cognitive ability to see the organization as a whole and the relationship among its parts. |
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| the ability to work with and through other people and to work effectively as a group member. |
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Definition
| the understanding of and proficiency in the performance of specific tasks. |
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Definition
| a manager who is at the top of the organizational hierarchy and is responsible for the entire organization. |
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Definition
| a manager who works at the middle levels of the organization and is responsible for major departments. |
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Definition
| a manager responsible for a temporary work project that involves the participation of other people from various functions and levels of the organization. |
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Definition
| a manager who is at the first or second management level and is directly responsible for the production of goods and services. |
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Definition
| a manager who is responsible for a department that performs a single functional task and has employees with similar training and skills. |
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Definition
| a manager who is responsible for several departments that perform different functions. |
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Definition
| a set of expectations for one's behavior |
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Definition
| the aspects of a culture that guide and influence relationships among people-their values, needs, and standards of behavior |
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Definition
| the influence of political and legal institutions on people and organizations |
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Definition
| forces that affect the availability, production, and distribution of a society's resources among competing users. |
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Definition
| a management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines. |
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Definition
| a subfield of the classical perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity. |
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| bureaucratic organizations |
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Definition
| a subfield of the classical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and separation of ownership and management. |
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| administrative principles |
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Definition
| a subfield of the classical management perspective that focuses on the total organization rather than the individual worker, delineating the management functions planning organizing, commanding, coordinating, and controlling. |
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Definition
| a management perspective that emerged near the late nineteenth century and emphasized understanding human behavior, needs and attitudes in the workplace |
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Definition
| a movement in management thinking and practice that emphasizes satisfaction of employee's basic needs as the key to increased worker productivity. |
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Definition
| a series of experiments on worker productivity begun in 1924 at the Hawthorne plant of western electric company in Illinois; attributed employee's increased output to managers' better treatment of them during the study. |
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| human resources perspective |
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Definition
| a management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential. |
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Term
| behavioral sciences approach |
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Definition
| a subfield of the humanistic management perspective that applies social science in an organizational context, drawing from economics, psychology, sociology, and other disciplines |
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| management science perspective |
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Definition
| a management perspective that emerged after WWII and applied mathematics, statistics, and other quantitative techniques to manangerial problems. |
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Definition
| a set of interrelated parts that function as a whole to achieve a common purpose. |
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Definition
| an extension of the humanistic perspective that describes organizations as open systems characterized by entropy, synergy, and sub-system interdependence. |
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Definition
| a system that interacts with the external environment |
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| a system that does not interact with the external environment |
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| the concept that the whole is greater than the sum of its parts |
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Definition
| parts of a system that depend on one another for their functioning |
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Definition
| seeing both the distinct elements of a situation and the complex and changing interaction among those elements |
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Definition
| an extension of the humanistic perspective in which the successful resolution of organizational problems is thought to depend on managers' identification of key variations in the situation at hand |
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Term
| total quality management (TQM) |
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Definition
| a concept that focuses on managing the total organization to deliver quality to customers. four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement. |
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Definition
| an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. |
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Definition
| managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to final customers. |
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| customer relationship management (CRM) |
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Definition
| systems that help companies keep in close touch with customers, collect and manage customer data, and collaborate with customers to provide the most valuable products and services. |
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Definition
| contracting out selected functions or activities of an organization to other organizations that can do the work more cost efficiently |
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Definition
| an organizational strategy for entering a foreign market |
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Definition
| an entry strategy in which the organization maintains its production facility within its home country and transfers its products for sale in foreign countries. |
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Definition
| the barter of products for other products rather than their sale for currency |
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Definition
| engaging in the international division of labor so as to obtain the cheapest sources of labor and supplies regardless of country also called offshoring |
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Definition
| an entry strategy in which an organization in one country makes certain resources available to companies in another to participate in the production and sale of its products abroad. |
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Definition
| a form of licensing in which an organization provides its foreign franchisees with a complete package of materials and services |
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Definition
| an entry strategy in which the organization is involved in managing its production facilities in a foreign country. |
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Definition
| a variation of direct investment in which an organization shares costs and risks with another firm to build a manufacturing facility, develop new products, or set up sales and distribution network. |
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Term
| wholly owned foreign affiliate |
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Definition
| a foreign subsidary over which an organization has complete control |
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Definition
| the most risky type of direct investment , whereby, a company builds a subsidary from scratch in a foreign country. |
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Definition
| the management of business operations conducted in more than one country |
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Definition
| a country's physical facilities that support economic activities |
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Definition
| a company's risk of loss of assets, earning power, or managerial control due to politically based events or actions by host governments |
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Definition
| events such as riots, revolutions, or government upheavals that affect the operations of an international company |
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Definition
| the degree to whcih poeple accept inequality in power among institutions, organizations, and people |
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Definition
| a value characterized by people's intolerance for uncertainty and ambiguity and resulting support for beliefs that promise a certainty adn conformity |
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Definition
| a preference for a loosely knit social framework in which individuals are expected to take care of themselves |
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Term
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Definition
| a preference for a tightly knit social framework in which individuals look after one another and organizations protect their member's interests |
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Definition
| a cultural preference for achievement, heroism, assertiveness, work centrality, and material success |
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Definition
| a cultural preferences for relationships, cooperation, group decision making, and quality of life |
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Definition
| a greater concern for the future and high value on thrift and perseverance |
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Definition
| a concern with the past and present and a high value on meeting social obligations |
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Definition
| a culture in which communication is used to enhance personal relationships |
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Definition
| a culture in which communication is used to exchange facts and information |
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Definition
| a cultural attitude marked by the tendency to regard one's own culture as superior to others |
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Term
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Definition
| a single european currency that replaced the currencies of 15 european nations |
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Term
| multinational corporation (MNC) |
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Definition
| an organization that receives more than 25 percent of its total sales revenues from operations outside the parent company's home country; also called global corporation or transnational corporation |
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Definition
| a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devide appropriate behavioral responses |
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Definition
| feelings of confusion, disorientation, and anxiety that result from being immersed in a foreign country |
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Definition
| a desired future state that the organization attempts to realize |
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Definition
| a blueprint specifying the resource allocations, schedules, and other actions neccesary for attaining goals |
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Definition
| the act of determining the organization's goals and the means for achieving them |
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Definition
| the organization's reason for existence |
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Definition
| a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations |
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Definition
| broad statements of where the organization wants to be in the future; pertain to the organization as a whole rather than to specific divisions or departments |
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Definition
| the action steps by which an organization intends to attain strategic goals |
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Definition
| goals that define the outcomes that major divisions and departments must acheive for the organization to reach its overall goals |
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Definition
| plans designed to help execute major strategic plans and to accomplish a specific part of the company's strategy |
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Definition
| specific, measurable results expected from departments, work groups, and individuals within the organization. |
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Definition
| plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities |
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Definition
| a visual representation of the key drivers of an organization's success, showing the cause and effect relationships among goals and plans |
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| management by objectives (MBO) |
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Definition
| a method of management whereby managers and employees define goals for every department, project, and personal and use them to monitor subsequent performance |
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Definition
| plans that are developed to achieve a set of goals that are unlikely to be repeated in the future |
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Definition
| ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization |
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Definition
| plans that define company responses to specific situations, such as emergencies, setbacks, or unexpected conditions |
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Term
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Definition
| looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed |
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| central planning department |
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Definition
| a group of planning specialists who develop plans for the organization as a whole and its major divisions and departments and typically report directly to the president or CEO |
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Definition
| managers work with planning experts to develop their own goals and plans |
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Definition
| a reasonable yet highly ambitious, compelling goal that energizes people and inspires intelligence |
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Definition
| a cross-functional group of managers and employees who work together to gain a deep understanding of a specific competitive issue and offer insight and recommendations for planning |
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Definition
| the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals |
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Definition
| the plan of action that prescribes resource allocation and other activities for sealing with the environment so as to achieve organizational goals |
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Definition
| what sets the organization apart from others and provides it with a distinctive edge in the marketplace |
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Definition
| a business activity that an organization does particularly well in comparison to others |
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Definition
| the condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of its parts acting alone |
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Definition
| the level of strategy concerned with the question what business are we in pertains to the organization as a whole and the combination of business units and product lines that make it up |
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| functional level strategy |
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Definition
| the level of strategy concerned with the question how do we support the business level strategy pertains to all of the organizations major departments |
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Definition
| the stage of strategic management that involves the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan |
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Definition
| the stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes |
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Definition
| analysis of the strengths, weaknesses, opportunities, and threats (SWOT) that affect organizational performance |
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Term
| strategic business units (SBU) |
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Definition
| a division of the organization that has a unique business mission, product line, competitors, and markets relative to other SBU's in the same corporation |
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Definition
| the organization's mix of strategic business units and product lines that fit together in such a way as to provide the corporation with synergy and competitive advantage |
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Definition
| a concept developed by the boston consulting group that evaluates strategic business units with respect to the dimensions of business growth rate and market shares (cash cows, stars, dogs, question marks) |
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Definition
| a strategy of moving into new lines of business |
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Definition
| moving into a new business that is related to the company's existing business activities |
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| unrelated diversification |
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Definition
| expanding into a totally new line of business |
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Definition
| expanding into businesses that either produce the supplies needed to make products or that distribute and sell those products |
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Definition
| a type of competitive strategy with which the organization seeks to disinguish its products or services from that of competitors |
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Definition
| a type of competitive strategy with which the organization aggressively seeks efficient facilities, cuts costs, and employs tight cost controls to be more efficient than competitors |
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Definition
| a type of competitve strategy that emphasizes concentration on a specific regional market or buyer group. |
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Definition
| leveraging and developing more from the firm's existing assets, capabilities, and core competencies in a way that will provide a sustained competitive advantage |
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Definition
| the standardization of product design and advertising strategies throughout the world |
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Definition
| the modification of product design and advertising strategies to suit the specific needs of individual countries |
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Definition
| a strategy that combines global coordination to attain efficiency with flexibility to meet specific needs in various countries |
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Definition
| a choice made from available alternatives |
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Definition
| the process of identifying problems and opportunities and then resolving them |
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Definition
| a decision made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in the future |
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Definition
| a decision made in response to a situation that is unique, is poorly defined and largely unstructured, and has important consequences for the organization |
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Definition
| the situation in which all the information the decision maker needs is fully available |
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Definition
| a situation in which a decision has clear cut goals and good information is availavle but the future outcomes associated with each alternative are subject to chance |
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Definition
| the situation that occurs when managers know which goals they wish to achieve, but information about alternatives and future events is incomplete |
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Definition
| a condition in whicih the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable. |
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Definition
| a decison making model based on th assumption that managers should make logical decisions that will be in the organization's best economic interests |
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Definition
| an approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization |
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Definition
| a decision making model that describes how managers actually make decisions in situations characterized by nonprogrammed decisions, uncertainty, ambiguity |
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Definition
| An approach that describes how managers actually make decisions rather than how they should make decisions according to a theoretical idea |
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Definition
| the concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions |
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Definition
| to choose the first solution alternative that satisfies minimal decision criteria, regardless of whether better solutions are presumed to exist |
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Definition
| the immediate comprehension of a decision situation based on past experience but without conscious thought |
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Definition
| an informal alliance among managers who support a specific goal |
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Definition
| a situation in which organizational accomplishments have failed to meet established goals |
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Definition
| a situation in which managers see potential organizational accomplishments that exceed current goals |
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Definition
| the step in the decison making process in which managers analyze underlying causal factors associated with the decision situation |
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Definition
| the willingness to undertake risk with the opportunity of gaining an increased payoff |
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Definition
| the step in the decision making process that involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action |
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Definition
| differences among people with respect to how they perceive problems and make decisions |
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Definition
| a technique that uses a face to face group to spontaneously suggest a broad range of alternatives for decision making |
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Definition
| bringing people together in an interactive group over a computer network to suggest alternatives; sometimes called brainwriting |
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Definition
| a decision making technique in which an individual is assigned the role of challenging the assumptions and assertions made by the group to prevent premature consensus |
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Definition
| a decision making technique in which people are assigned to express competing points of view |
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Definition
| the tendency of people in groups to supress contrary opinions |
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