CSULB - MGMT 300 - Final Exam

Scientific Management

Subfield of the classical perspective that emphasizes scientifically determined changes in management practices as the solution to improving labor productivity. Frederick Winslow Taylor is known as the father of the movement. It is considered one of the most significant innovations influencing modern management. Some supermarket chains are using computerized systems based on scientific management principles to schedule employees for maximum efficiency.

Strategic Goals

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.

Operational Goals

Specific, measurable results expected from departments, work groups, and individuals within the organization.

Decision Styles

The ways in which individual managers may approach problems and make decisions concerning them.

Self-directed teams

A group of multi-skilled employees who rotate jobs to produce an entire product or service, often led by an elected team member.

Balance sheet

A financial statement that shows the firm's financial position with respect to assets and liabilities at a specific point in time.

Operations management

The science and art of ensuring that goods and services are created and delivered successfully to customers.

Inventory

Raw materials, work-in-process, or unfinished goods that are maintained to support production or satisfy customer demand.

_______ is the number of employees reporting to a supervisor

Span of mgmt/ span of control

Expectancy is ___________.

The association between the effort and the behavior.

Management

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

Effectiveness

The degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do. Providing a product or service that customers value.

Organization

Social entity that is goal directed and deliberately structured.

Social Forces

Refer to those aspects of a culture that guide and influence relationships among people. They shape what is known as the social contract, which refers to the unwritten, common rules and perceptions about relationships among people and between employees and management.

Political Forces

Refer to the influence of political and legal institutions on people and organizations. One significant political force is the increased role of government in business after the collapse of companies in the financial service sector and major problems in auto industry.

Economic Forces

Pertain to the availability, production, and distribution of resources in a society. Government, military agencies, churches, schools, and business organizations in every society require resources to achieve goals, and economic forces influence the allocation of scarce resources.

Human Relations Movement

Movement based on the idea that truly effective control comes from within the individual worker rather that from authoritarian control.

System

A set of interrelated parts that function as a whole to achieve a common purpose.

System Thinking

Seeing both the distinct elements of a system or situation and the complex and changing interaction among those elements.

Total Quality Management (TQM)

A concept that focuses on on managing the total organization to deliver quality to customers.

Outsourcing

Contracting out selected functions of activities of an organization to other organizations that can do the work more cost efficiently.

Competitors

Other organizations in the same industry or type of business that provide goods or services to the same set of customers.

Culture

The set of key values, beliefs, understandings, and norms that members of an organization share.

Slogan

Phrase or sentence that succinctly expresses a key corporate value.

Hero

A figure who exemplifies the deeds, character, and attributes of a strong corporate culture.

Virtue Ethics Approach (Kant)

Rather than relying on rules or the consequences of an action to determine the appropriate ethical decision, the virtue ethics approach says that moral behavior stems from person virtues.

Corporate Social Responsibility

Refers to the obligation of organizational managers to make choices and take actions that will enhance the welfare and interests of society as well as the organization. This is important because different people have different beliefs as to which actions improve society's welfare.

Stakeholder

Any group within or outside the organization that has a stake in the organization's performance.

Sustainability

Economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of the future.

Whistle-blowing

The disclosure by an employee of illegal, immoral, or illegitimate practices by the organization.

Goal

Desired future state that the organization attempts to realize.

Mission Statement

A broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations.

Strategic Plans

The action steps by which an organization intends to attain strategic goals.

Tactical Goals

Goals that define the outcomes that major divisions and departments must achieve for the organization to reach its overall goals.

Tactical Plans

Plans designed to help execute major strategic plans and to accomplish a specific part of the company's strategy.

Strategy Map

A visual representation of the key drivers of an organization's success, showing the cause-and-effect relationships among goals and plans.

Management by Objective (MBO)

A method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance.

Strategic Management

Refers to the set of decisions and actions used to formulate and execute strategies that will provide a competitively superior fit between the org and its environment so as to achieve org goals.

Differentiation Strategy

A type of competitive strategy with which the organization seeks to distinguish its products or services from that of competitors.

Decision

A choice made from available alternatives.

Certainty

The situation in which all the information the decision maker needs is fully available. P = 1.

Uncertainty

The situation that occurs when managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. P = ?

Bounded Rationality

People have limits, or boundaries, on how rational they can be.

Organization Chart

The visual representation of an organization structure.

Centralization

Decision authority comes from the top of an organization.

Decentralization

Decision authority is pushed downward to the lower org levels.

Reengineering

Radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Virtual team

A team made up of members who are geographically or organizationally dispersed, rarely meet face to face, and do their work using advanced information technologies.

Benchmarking

The continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized and industry leaders to identify areas for improvement.

Primary good or service

The "core" offering that attracts customers and responds to their basic needs.

Process

A sequence of activities that is intended to create a certain result.

Environmental Sustainability

An organization's commitment to the long-term quality of our environment.

Supply chain

The portion of the value chain that focuses primarily on the physical movement of goods and materials, and supporting flows of information and financial transactions through the supply, production, and distribution processes.

Unit cost

Price paid for purchased goods or the internal cost of producing them.

Decision making

______ is the process of choosing among alternatives.

What are the 4 roles in organizational change?

1. Inventor
2. Champion
3. Sponsor
4. Critic

What are the 2 cornerstones of organizational development (OD)

Humanistic values & Systemwide focus

What is the competitive dominant customer experience often called?

Value proposition

Matrix system

If you have two bosses and each one is in charge of a different division, project, or area, you are most likely working in company with a ______.

What does the P and E stand for in this equation: B = f(PxE).

P = person
E = environment
B = behavior
F = function

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources is:

Management

Centralized vs. Decentralized

C = orgs rely on 1 individual to make decisions and provide direction (often used in small businesses).

D = several individuals responsible for making decisions. Relies on a team environment.

What is the difference between being effective and being efficient?

Effective = accomplishing the end point at the highest-quality level.

Efficient = how well resources are used, least time and resources spent.

What are the 4 elements of TQM?

1. employee involvement
2. focus on the customer
3. benchmarking
4. continuous improvement

Efficiency

Refers to the amount of resources used to achieve an organizational goal. Based on how much raw mat'l, money, and people are necessary for producing a given volume of output.

Conflict

Antagonistic interaction in which one party attempts to thwart the intentions or goals of another.

Lean thinking

Approaches that focus on the elimination of waste in all forms, and smooth, efficient flow of materials and information throughout the value chain to obtain faster customer response, higher quality, and lower costs.

What are the 6 steps associated with effective decision making?

1. recognition of decision requirement
2. diagnosis and analysis of causes
3. development of alternatives
4. selection of desired alternatives
5. implementation of chosen alternative
6. evaluation + feedback

Supply Chain Managment

Managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to final customers.

Customers

People and organizations in the environment that acquire goods or services from the organization.

Boundary-Spanning Roles

Link and coordinate the organization with key elements in the external environment.

Merger

The combining of 2 or more organizations into 1.

Joint Venture

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 a sales and distribution network.

Symbol

Is an object, act, or event that conveys meaning to others.

Story

Is a narrative based on true events and it is repeated frequently and shared among organizational employees.

High-Performance Culture

A culture based on a solid organizational mission or purpose that used shared adaptive values to guide decisions and business practices and to encourage individual employee ownership of both bottom-line results and the organization's cultural background.

Cultural Leader

Defines and uses signals an symbols to influence corporate culture.

Ethics

The code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong.

Ethical Dilemma

A situation that arises when all alternative choices or behaviors are deemed undesirable because of potentially negative consequences, making it difficult to distinguish right from wrong.

Utilitarian Approach (Mills)

Moral behavior produces the greater good for the greatest number.

Plan

A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining a goal.

Mission

The organization's reason for existence.

Operational Plan

Plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities.

Decentralized Planning

Planning experts work with managers in major divisions or departments to develop their own goals and plans

Competitive Advantage

What sets the organization apart from others and provides it with a distinctive edge in the marketplace.

Core Competence

A business activity that an organization does particularly well in comparison to competitors.

S.W.O.T. Analysis

Provides a good assessment of the competitive stature of the company by looking at important internal (strengths and weaknesses) and external (opportunities and threats) considerations.

Cost Leadership Strategy

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.

Focus Strategy

The organization concentrates on a specific regional market or buyer group

Strategic Partnership

Strategy that utilizes collaboration with other organizations.

Decision Making

The process of identifying problems and opportunities and then resolving them.

Programmed Decisions

Situations that have occurred often enough to enable decision rules to be developed and applied in the future.

Non-programmed Decisions

Made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization.

Risk

A situation in which a decision has clear-cut goals and good information is available, but future outcomes associated with each alternative are subject to chance. 0 < P < 1.

Ambiguity

A condition in which the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable.

Normative Model of Decision Making

An approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization.

Descriptive Model of Decision Making

An Approach that describes how managers actually make decisions rather than how they should make decisions according to a theoretical ideal.

Satisficing

The decision makers choose the first solution alternative that satisfies minimal decision criteria.

Groupthink

The tendency of people in groups to suppress contrary opinions.

Brainstorming

The use of a face-to-face interactive group to spontaneously suggest a wide range of alternatives for decision making.