BUS 201 Management Concepts and Environment Flashcards

Vocabulary practice flashcards covering management functions, history, work environments, stakeholders, organizational culture, and ethics based on Chapters 1 through 4 of BUS 201.

Planning

The management function of setting goals and deciding how to achieve them.

Organizing

The management function of arranging tasks, people, and other resources to accomplish work.

Leading

The management function of motivating, directing, and influencing people to work hard to achieve organizational goals.

Controlling

The management function of monitoring performance, comparing it with goals, and taking corrective action as needed.

Technical Skills

The job-specific knowledge needed to perform well in a specialized field.

Conceptual Skills

The ability to think analytically, visualize an organization as a whole, and understand how its parts work together.

Human Skills

Also known as soft skills, the ability to work well in cooperation with other people, inspire trust, and motivate others.

Scientific Management

A classical management viewpoint pioneered by Taylor and the Gilbreths that emphasized the scientific study of work methods to improve worker productivity.

Administrative Management

A classical management viewpoint pioneered by Spaulding, Fayol, and Weber concerned with managing the total organization.

Bureaucracy

Max Weber's concept of a rational, efficient, ideal organization based on principles of logic, formal hierarchy of authority, clear division of labor, formal rules, impersonality, and careers based on merit.

Hawthorne Effect

The finding led by Elton Mayo that employees work harder if they receive added attention and feel managers care about their welfare.

Theory X

Douglas McGregor's pessimistic, negative view of workers, assuming they are irresponsible, resistant to change, lack ambition, hate work, and want to be led.

Theory Y

Douglas McGregor's optimistic, positive view of workers, assuming they are capable of accepting responsibility, self-direction, self-control, and creativity.

Behavioral Science Approach

A management viewpoint relying on scientific research in psychology, sociology, anthropology, and economics to develop theories about human behavior for practical managerial tools.

Four Parts of a System

The interrelated parts of an organization operating together, consisting of inputs, transformational processes, outputs, and feedback.

Closed System

An organization or system that has little interaction with its environment.

Open System

An organization or system that continually interacts with its environment and has the potential to produce synergy.

Internal Stakeholders

Groups inside the organization that have an interest in its performance, consisting of employees, owners, and the board of directors.

Community of Stakeholders

The full system of stakeholders surrounding an organization, consisting of internal stakeholders, the task environment (specific environment), and the general environment.

Specific Environment

Also known as the task environment, it consists of different interest groups that interact with the organization on a regular basis, including customers, competitors, suppliers, industry regulators, and advocacy groups.

General Environment

The set of forces in the outer environment consisting of economic, technological, sociocultural, demographic, political-legal, and international forces.

Three Levels of Organizational Culture

The structural layers of organizational culture: Level 1 (observable artifacts), Level 2 (espoused values), and Level 3 (basic assumptions).

Person-Organization (P-O) Fit

The degree to which an individual's personality and/or values match the culture in an organization.

Counterproductive Work Behavior (CWB)

Employee behavior that goes against the legitimate interests of an organization and can harm the organization, fellow employees, or clients.

Utilitarian Approach

An ethical decision-making approach guided by what will result in the greatest good for the greatest number of people.

Individual Approach

An ethical decision-making approach guided by what will result in your greatest self-interest in the long term, which will ultimately help others.

Moral-Rights Approach

An ethical decision-making approach guided by respect for fundamental rights shared by everyone.

Justice Approach

An ethical decision-making approach guided by respect for impartial standards of fairness.

Carroll's CSR Pyramid

A global corporate social responsibility framework that ranks responsibilities from base to top: Economic Responsibility, Legal Responsibility, Ethical Responsibility, and Philanthropic Responsibility.

Ethical Intensity

The degree of importance given to an ethical issue based on magnitude of consequences, social consensus, probability of effect, temporal immediacy, proximity of effect, and concentration of effect.