Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
39 Cards in this Set
- Front
- Back
top managers |
The relatively small set of senior executives who manage the overall organization |
|
middle manager |
The relatively large set of managers responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of first-line managers |
|
first line manager |
Managers who supervise and coordinate the activities of operating employees |
|
manager/management |
Someone whose primary responsibility is to carry out the management process. -engaging in a set of activities (decision-making, organizing, leading, and controlling). -using organizations resources (human, financial, physical and information) -achieving organizational goals |
|
leader/leading |
-One who can influence the behaviors of others without having to rely on force. -gets members of the organization to work together |
|
6 Types of Innovation |
Product - What's produced and sold Service - Exceeding customer expectations Process - Continuous improvement of how things are done Management - Business strategies, systems and structures Open - Working beyond boundaries and collaborating globally Value - Creating unique value that eliminates the cost to compete |
|
Efficient vs Effective |
Efficient -Using resources wisely in a cost-effective way Effective - Making the right decisions and successfully implementing them |
|
SWOT Analysis |
Internal: strengths, weaknesses External: opportunities, threats |
|
operations management |
concerned with helping the organization more efficiently to produce its products or services |
|
scientific management |
Concerned with improving the performance of individual workers |
|
administrative management |
focuses on managing the total organization |
|
behavioral management perspective |
emphasizes individual attitudes and behaviors and group processes |
|
classical management perspective |
2 branches- scientific management, administrative management |
|
communication skills |
managers abilities to convey ideas and information to others and receive ideas and information from others |
|
conceptual skills |
managers ability to think in the abstract |
|
controlling |
monitoring organizational progress towards goal attainment |
|
decison making skills |
the managers ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems |
|
diagnostic skills |
the managers ability to visualize the most appropriate response to a situation |
|
interpersonal skills |
the ability to communicate with, understand, and motivate |
|
technical skills |
the skills necessary to accomplish or understand the specific kind of work done in an organization |
|
time management skills |
the managers ability to prioritize work, to work efficiently, and to delegate appropriately |
|
product life cycle |
a model that portrays how sales volume for products changes over the life of products. Sales and time. |
|
stockholder vs stakeholder |
Stockholder - The holder or owner of stock in a corporation. Stakeholder - Anyone that has an interest or is affected by a corporation. Ex.) the state university doesn't have stockholders, but it has many stakeholders: students, professors, administrators, employers, state taxpayers, the local community |
|
operations control |
Focuses on the processes the organization uses to transform resources into products or services |
|
operations management |
Concerned with helping the organization more efficiently produce its products or services |
|
organizational ethics |
the principals and standards by which businesses operate. They are best demonstrated through acts of fairness, compassion, integrity, honor and responsibility. |
|
individual ethics |
personal beliefs about whether a behavior, action, or decision is right or wrong |
|
consumer |
whoever pays money to acquire an organizations products or services |
|
Regulator |
A unit that has the potential to control, legislate, or otherwise influence the organization's policies and practices |
|
competitor |
An organization that competes with other organizations for resources |
|
supplier |
An organization that provides resources for other organizations |
|
state of certainty |
A condition in which the decision maker knows with reasonable certainty what the alternatives are and what conditions are associated with each alternative |
|
state of risk |
A condition in which the availability of each alternative and its potential payoffs and costs are all associated with probability estimates |
|
state of uncertainty |
A condition in which the decision maker does not know all the alternatives, the risks associated with each, or the consequences each alternative is likely to have |
|
social responsibility |
The set of obligations an organization has to protect and enhance the societal context in which it functions |
|
Mission statement vs Vision statement |
Vision - companies longterm goals. Their vision Mission - Clearly stated how the company plans on approaching that vision |
|
basic elements of organizing |
-Designing Jobs -Grouping Jobs: Departmentalization -Establishing Reporting Relationships -Distributing Authority -Coordinating Activities -Differentiating Between Positions |
|
Purposes of defining goals |
-guidance and direction -promotion of good planning -source of motivation -evaluation and control |
|
entrepreneurship |
the process of planning, organizing, operating, and assuming the risk of a business venture |