International Business and Management - SW1: Introduction to Management

Vocabulary flashcards covering key concepts from SW1 Introduction to Management, including management tasks, Mintzberg's roles, dimensions of management, stakeholder analysis tools, and the St. Gallen Management Model.

Management (4 Main Tasks)

The core tasks of management, summarized as planning, organizing, leading, and controlling.

Mintzberg's Managerial Roles

Ten management roles grouped into three categories: Interpersonal (Figurehead, Leader, Liaison), Informational (Monitor, Disseminator, Spokesperson), and Decisional (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator).

Henry Mintzberg

A Canadian professor of management sciences at McGill University, recognized as an influential organizational theorist known for studying real corporate management practices and writing 'The Structuring of Organizations' (1979).

Normative Management

A dimension of management focused on conflicting concerns and interests, aimed at developing mutual understanding, societal legitimation, and social acceptance.

Strategic Management

A dimension of management focused on addressing the complexity and insecurity of market conditions to develop a sustainable competitive advantage.

Operative Management

A dimension of management focused on managing the scarcity of production factors by controlling efficient processes and routines for daily problem-solving.

Management Model

A framework that serves as a basis for thought and an orientation aid to reduce complexity, understand interrelations, stimulate future possibilities, and provide a common organizational language.

Open Systems Model

A perspective viewing an organization not as an isolated entity, but as an open system that continuously interacts with its external environment.

Stakeholders

Individuals, groups, or organizations legitimately affected by or interested in a company's activities and decision-making processes.

Power/Interest Grid

A stakeholder analysis tool that categorizes stakeholders based on their influence/power and interest in company issues to determine appropriate engagement strategies (Keep Satisfied, Engage & Consult, Monitor, Keep Informed).

Interaction Issues

The matters arising between stakeholders and a company regarding what stakeholders supply, provide access to, or express concerns about, categorized into Resources, Norms/Values, and Concerns/Interests.

Environmental Spheres

The four broad external context categories in the St. Gallen Management Model: Society, Nature, Technology, and Economy.

Processes (St. Gallen Management Model)

The system of routine value-adding activities shaping everyday operations, classified into management processes, business processes, and support processes.

Structuring Forces

The core organizational foundations in the St. Gallen Management Model—governance, strategy, structure, and culture—that provide orientation and meaning for daily operations.

Optimization

A mode of development characterized by continuous fine-tuning and incremental improvements within existing organizational structures.

Renewal

A mode of development involving fundamental transformation, including changes in thinking, behavioral patterns, and organizational routines.

Bloom's Taxonomy

A hierarchical framework classifying cognitive educational objectives into six levels: Remember, Understand, Apply, Analyze, Evaluate, and Create.