BEC 342: Principles of Management - Study Guide for Exam 2

These flashcards cover key terms and concepts from Chapters 6 through 9 of the Principles of Management course, providing definitions and explanations relevant to the material needed for Exam 2.

Goals

Broad outcome statements that define what an organization is trying to accomplish programmatically and organizationally.

Objectives

Very precise, time-based, and measurable actions that directly support the completion of a goal.

Measures

The actual metrics (e.g., total sales, stock price, or KPI) used to gauge the performance of objectives.

P-O-L-C Framework

A framework where goals and objectives are primarily established during the Planning phase.

Pygmalion effect

The phenomenon where higher expectations lead to higher performance in individuals.

S.M.A.R.T. Goals

An acronym standing for Specific, Measurable, Achievable, Relevant, and Time-bound goals.

Balanced Scorecard

A framework used to track financial and non-financial measures to provide a comprehensive view of organizational performance.

Centralization

The degree to which decision-making authority is concentrated at higher levels in an organization.

Formalization

The extent to which policies, procedures, and rules are written and explicitly articulated within an organization.

Tall Structures

Organizational structures with several layers of management that provide more supervision but less autonomy.

Flat Structures

Organizational structures with fewer layers resulting in greater employee empowerment but potential for role ambiguity.

Mechanistic Structure

A highly formalized and centralized structure, best for stable environments seeking efficiency.

Organic Structure

A low formalization and decentralized structure, best for dynamic environments requiring innovation.

Matrix Structure

A type of organizational structure that combines functional and product structures, involving dual reporting.

Organizational Culture

A system of shared assumptions, values, and beliefs that indicate appropriate behaviors within an organization.

Assumptions (Schein’s Levels)

Deeply embedded, taken-for-granted beliefs within an organizational culture.

Values (Schein’s Levels)

Shared principles, standards, and goals that guide behavior in an organization.

Artifacts (Schein’s Levels)

Visible, tangible aspects of an organization, such as dress codes and office layouts.

ASA Model

Attraction-Selection-Attrition; a model explaining how individuals are attracted to and selected by firms that fit their personality.

Onboarding

The process through which new employees learn the attitudes and behaviors necessary to function within an organization.

Big Five Personality Traits

A personality framework including Extraversion, Conscientiousness, Openness to Experience, Neuroticism, and Agreeableness.

Extraversion

The Big Five trait most strongly related to leader emergence and effectiveness.

Integrity

The quality essential for building trustworthiness in leadership.

Charismatic Leadership

A modern trait-based approach to leadership characterized by the ability to inspire and motivate followers.

Authentic Leadership

A leadership style focused on knowing one’s own core values and acting with integrity.

Google’s People Operations

Study of how Google selects, promotes, and manages its employees to fit its organizational culture.

GM’s Multidivisional Structure

The structural choice made by Alfred Sloan, focusing on its advantages.

HISD Structural Changes

An evaluation of the reasons and appropriateness of structural changes at the Houston Independent School District.

Jack Welch (GE)

A study of the four main stages of Jack Welch's tenure as CEO and key initiatives implemented.

Excessive Motivation

Reflection on how excessive motivation may lead to unethical behavior or groupthink, as illustrated by the Uber/Theranos cases.