Fundamentals of Management and Decision Making, Understanding Organizational Planning and Goals, Ethics and Social Responsibility in Organizations

Crisis management

The set of procedures the organization uses in the event of a disaster or other unexpected calamity

rules and regulations

Describe exactly how specific activities are to be carried out

Organizational justice

The perceptions of people in an organization regarding fairness

Managerial ethics

Standards of behavior that guide individual managers in their work

Sarbanes-Oxley Act

A law passed in 2002 that requires CEOs and CFOs to personally vouch for the truthfulness and fairness of their firms' financial disclosures

Efficient

Using resources wisely and in a cost-effective way

Organization

A group of people working together in a structured and coordinated fashion to achieve set goals

Management

A set of activities directed at an organization's resources to achieve goals efficiently and effectively

Effective

Making the right decisions and successfully implementing them

Manager

Someone responsible for carrying out the management process

Planning

Setting an organization's goals and deciding how best to achieve them

Controlling

Monitoring organizational progress toward goal attainment

Decision Making

Part of the planning process that involves selecting a course of action from a set of alternatives

Time-Management Skills

The manager's ability to prioritize work, work efficiently, and delegate appropriately

reaction plan

A plan developed to react to an unforeseen circumstance

MBO

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

codes of ethics

A formal, written statement of the values and ethical standards that guide a firm's actions

Unethical behavior

Behavior that does not conform to generally accepted social norms

ethical behavior

Behavior that conforms to generally accepted social norms

defensive stance

A social responsibility stance in which an organization does everything that is required of it legally, but nothing more

Legal compliance

The extent to which an organization complies with local, state, federal, and international laws

Political action committees (PACs)

An organization created to solicit and distribute money to political candidates

corporate social audit

A formal and thorough analysis of the effectiveness of a firm's social performance

Leading

Processes used to get members of the organization to work together to further organizational interests

Organizing

Determining how activities and resources are to be grouped

Areas of Management

Differentiation of managers into marketing, financial, operations, human resource, administration, and other areas

Levels of Management

Differentiation of managers into three basic categories—top, middle, and first-line

Interpersonal Roles

The roles of figurehead, leader, and liaison, which involve dealing with other people

Conceptual Skills

The manager's ability to think in the abstract

Decisional Roles

The roles of entrepreneur, disturbance handler, resource allocator, and negotiator, primarily related to making decisions

Technical Skills

The skills necessary to accomplish or understand the specific kind of work being done in an organization

Informational Roles

The roles of monitor, disseminator, and spokesperson, involving the processing of information

Interpersonal Skills

The ability to communicate with, understand, and motivate both individuals and groups

Diagnostic Skills

The ability to visualize the most appropriate response to a situation

Communication Skills

The manager's abilities to effectively convey ideas and information to others and to receive ideas and information from others

Decision-Making Skills

The manager's ability to correctly recognize and define problems and opportunities and select appropriate courses of action

mission

A statement of an organization's fundamental purpose

Optimizing

Balancing and reconciling possible conflicts among goals

Tactical goals

A goal set by and for middle managers of the organization

Strategic goals

A goal set by and for top management of the organization

tactical plan

A plan aimed at achieving tactical goals, developed to implement parts of a strategic plan

Strategic plans

A general plan outlining decisions of resource allocation, priorities, and action steps necessary to reach strategic goals

Operational goals

A goal set by and for lower-level managers of the organization

operational plan

A plan that focuses on carrying out tactical plans to achieve operational goals

action plan

A plan used to operationalize any other kind of plan

contingency planning

The determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate

short-range plans

A plan that generally covers a span of one year or less

long-range plan

A plan that generally covers from one to five years or more

intermediate plan

A plan developed for activities that recur regularly over a period of time

standing plan

Developed for activities that recur regularly over a period of time

A single-use plan

Developed to carry out a course of action that is not likely to be repeated in the future

standard operating procedure

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

program

A single-use plan for a large set of activities

project

A single-use plan of less scope and complexity than a program

policy

A standing plan that specifies the organization's general response to a designated problem or situation

SOP

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

management by objectives

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

ethics

One's personal beliefs about whether a behavior, action, or decision is right or wrong

social responsibility

The set of obligations an organization has to protect and enhance the societal context in which it functions

accommodative stance

the company meets and in some cases exceeds its legal and ethical requirements

organizational stakeholders

Person or organization who is directly affected by the practices of an organization and has a stake in its performance

proactive stance

believe they have an obligation to improve the general social welfare and seek opportunities to contribute.

obstructionist stance

do as little as possible to solve social or environmental​ problems, has little regard for ethical​ conduct, and goes to great lengths to deny or cover up wrongdoing.

regulation

Government's attempts to influence business by establishing laws and rules that dictate what businesses can and cannot do

Lobbying

The use of persons or groups to formally represent an organization or group of organizations before political bodies to influence the government

Ethical compliance

The extent to which an organization and its members follow basic ethical standards of behavior

philanthropic giving

Awarding funds or gifts to charities or other worthy causes

Whistle-blowing

The disclosure by an employee of illegal or unethical conduct on the part of others within the organization