Principles of Management Ch 1, 2, 3

artificial intelligence

a set of technologies that develop humanlike capabilities such as gathering & interpreting information, generating responses, & learning from decisions to attain specific objectives

attitudes

learned predisposition toward a given object

big data

an extremely large quality of data that is too large from a typical computer to handle & requires you to adopt new technologies & statistical approaches to process it

career readiness

represents the extent to which individual possess the knowledge, skills, and attributes desired by employers

cloud computing

the storing of software & data on gigantic collections of computers located from a companys principle site

collaborative computing

using state-of-the-art computer software & hardware, to help people work better together

competitive advantage

the ability of an organization to produce goods or serivces more effectively than competitors do, thereby outperforming them

conceptual skills

skills that consist of the ability to think analytically, to visualize an organization as a while & understand how the parts work together

controlling

monitoring performance, comparing it with goals, & taking corrective action as needed

core competencies

competencies that are vital across jobs, occupations, & industries

databases

computerized collections of interrelated files

decisional roles

managers use information to make decisions to solve problems or take advantage of opportuntities. the 4 decision-making roles are entrepreneur, disturbance handler, resource allocator, & negotiator

e-business

using the Internet to faciliate every aspect of running a business

e-commerce

electronic commerce - the buying & selling of goods or serivces over computer networks

effectiveness

to achieve results, to make the right decisions, & to successfully carry them out so that they achieve the organizations goals

efficiency

to use resources - people, money raw materials, & the like wisley & cost effectively

1st line managers

1 of 4 managerial levels: they make short term operating decisions, directing the daily tasks of nonmanagerial personnel

4 management functions

the management process that “gets things done”: planning, organizing, leading, & contorlling

functional manager

manager who is responsible for just 1 organizational activity

general manager

manager who is responsible for several organizational activities

human skills

skills that consist of the ability to work well in cooperation with other people to get things done

information technology application skills

the extent to which you can effectively use information technology & learn new applications on an ongoing basis

informational roles

managers as monitors, disseminators, & spokespersons

innovation

introduction of something new or better, as in goods or services, organizational change

interpersonal roles

of the 3 types of managerial roles, the roles in which managers interact with people inside & outside their work units. the 3 interpersonal roles include figurehead, leader, & liaison activities

knowledge management

implementation of systems & practices to increase the sharing of knowledge & information throughout an organization

leading

motivating, directing, & otherwise, influencing people to work hard to achieve the organizations goals

management

the pursuit of organizational goals efficiently & effectively by intergrating the work of people through planning, organizaing, leading, & controlling the organizations resoruces

meaningfulness

is characterized by a sense of being part of something you beleive is bigger than yourself

mentor

an experienced person who provided guidence to someone new in the work world

middle managers

1 of the 4 managerial levels, they implement the policies & plans of the top mangers above them & supervise & coordinate the activities of the 1st-line managers below them

nonmanagerial employees

those who either work alone on tasks or with others on a variety of teams

organization

a group of people who work together to achieve some specific purpose. a system of consciously coordinated activities of 2 or more people

organizing

arranging tasks, people, & other resources to accomplish the work

planning

setting goals & deciding how to achieve them, also coping with uncertianty by formulating future courses of action to achieve specified results. see decision making, strategic management, stratgic planning

proactive learning orientation

the desire to learn & improve your knowledge, soft skills, & other characteristics in pursuit of personal development

process

a series of actions or steps followed to bring about a desired result

project management software

programs for planning & scheduling the people, costs, & resources to complete a project on time

psychological contract

represents your perception of the terms that govern your exchange relationships with another party

resilience

generally defined as the ability to recover from setbacks, adopt well to change, & kep going in the face of adversity

soft skills

the interpersonal “people” skills needed for success at all levels

sustainable development

focuses on meeting present needs while simultaneously ensuring that future generations will be able to meet their needs

team leaders

facilitate team members’ activities to help teams achieve their goals

telecommute

to work from home or remote locations using a variety of information technologies

top managers

managers who determine what the organizations long-term goals should be for the next 1-5 years with the resources they expect to have avilable

videoconferencing

using video & audio links along with computers to let people in different locations see, hear, & talk with one another

administrative management

management concerned with managing the total organization

behavioral science approach

relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers

behavioral viewpoint

emphasizes the importance of understanding human behavior & of motivating employees toward achievement

classical viewpoint

emphasized finding ways to manage work more efficiently, assumed that people are rational. it had 2 branches-scientific & administrative

closed system

a system that has little interaction with its environment

complexity theory

the study of how order & pattern arise from very complicated, apparently chaotic systems

contingency viewpoint

the belief that a managers approach should vary according to-that is, be contingent on-the individual & the environment situation

evidence-based management

translation of principles based on best evidence into organizational practice, bringing rationality to the decision-making process

hawthorne effect

employees work harder if they recieve added attention, if they think managers can about their welfare & if supervisors pay special attention to them

high-performance work practices (HPWPs)

improve an organization’s ability to effectively attract, select, hire, develop, & retain high-performing personnel

human relations movement

the movement that proposed that better human relations could increase worker productivity

leading organization

an organization that actively creates, acquires, & transfers knowledge within itself & is able to modify its behavior to reflect new knowledge

open system

system that continually interacts with its environment

operations management

a branch of quantitative management; focuses on managing the production & delivery of an organizations products or services more effectively

quantitative management

the application to management of quantitative techniques, such as statistics & computer simulations. 2 branches of quantitative management are management science & operations management

scientific management

management approach that emphasizes the scientific study of work methods to imporve the productivity of individual workers

subsystems

the collection of parts making up the whole system

supply chain

the sequence of suppliers that contribute to creating & delivering a product, from raw materials to production to final buyers

synergy

situation in which the economic value of separate, related businesses under 1 ownership & management is greater together than the businesses are worth separately

system

a set of interrelated parts that operate together to achieve a common purpose

systems viewpoint

perspective that regards the organization as a system of interrelated parts

abusive supervision

occurs when supervisors repeatedly display verbal & nonverbal hostility towards their subordinates

board of directors

group of people elected to oversee the firms activities & ensure that management acts in shareholders best interests

clawbacks

rescinding the tax breaks when firms don’t deliver promises jobs

climate change

refers to major changes in temperature, precipitation, wind patterns, & similar matters occuring over several decades

code of ethics

a formal, written set of ethical standards that guide an organizations actions

competitors

people or organizations that compete for customers or resources

corporate goverance

the system of governing a company so that the interests of corporate owners & other stakeholders are protected

corporate social responsibility (CSR)

the notion that corporations are expected to go above & beyond following the law & making a profit, to take actions that will benefit the interests of society as well as of the organization

courage

taking intentional action in a worthy cause & enduring in this act despite the risk of serious personal conseuqneces

crowdfunding

raising money for a project or venture by obtaining many small amounts of money from many people (“the crowd”)

CSR contracting

linking executive compensation to CSR criteria such as environment & social performance

customers

those who pay to use an organizations goods or services

demographic forces

influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic orgin

distributors

people or organizations that help another organization sell its goods & services to customers

economic forces

general economic conditions & trends - unemployment, inflation, interest rates, economic growth - that may affect an organizations performance

ethical behavior

behavior that is accepted as “right” as opposes to “wrong” according to those standards

ethical climate

a term that refers to employees perceptions about the extent to which work environment support ethical behavior

ethical dilemma

a situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that may harm one or more stakeholders in your environment

ethics

the standards of right & wrong that influence. it is behavior that is accepted as “right” as opposed to “wrong” according to prevailing standards

external stakholders

people or groups in the organizations external environment that are affected by it

general environment

also called macroenvironment; in contrasts to the task environment, it includes 6 forces, economic, technological, sociocultural, demographic, political-legal, & international

global warming

1 aspect of climate change, refers to the rise in global average temperature near the Earth’s surface, caused mostly by increasing concentrations in the atmosphere of greenhouse gases, such as carbon emissions from fossil fuels

government regulations

regulatory agencies that establish ground rules under which organizations may operate

individual approach

1 of the 4 approaches to solving ethical dilemmas, ethical behavior is guided by what will result in the individuals best long term interests, which ultimately are in everyones self interest

insider trading

the illegal trading of a companys stock by people using confidential company information

internal stakeholders

employees, owners, & the board of directors, if any

international forces

changes in the economic, political, legal, & technological global system that may affect an organization

justice approach

1 of the 4 approaches to solving ethical dilemmas, ethical behavior is guided by respect for impartial standards of fairness & equity

macroenvironment

in contrast to the task environment, it includes 6 forces, economic, technological, sociocultural, demographic, political-legal, & international

moral-rights approach

1 of the 4 approaches to solving ethical dilemmas, ethical behavior is guided by respect of the fundamental rights of human beings

natural capital

the value of natural resources, such as topsoil, air, water, & genetic diversity, which human depend on

owners

all those who can claim the organization as their legal property

philanthropy

making charitable donations to benefit humankind