GMS 200 Final Exam

Intellectual Capital

The shared knowledge of a workforce

Globalization

The tedency of businesses and technologies to spread throughout the world

Shamrock 3 Leaves

The 3 leaves of almost each and every organization are full time workers, contract workers and aprs-time workers

Portfolio Worker

Someone who has up-to-date skills so they can move from job to job

Productivity

The quantity and quality go work performance

Performance Effectiveness

The output measure of goal accomplishment

Performance Efficiency

An input measure of resource cost associated with goal accomplishment

Sustainable Innovation

When a business creates new products and production methods that have reduced environmental impacts

Specific Environment

Also called task environment, consists of the actual organizations, committees, groups and persons with whom a business interacts with and conducts business with

Value Creation

The creation for value for satisfying needs for stakeholders

Strategic Positioning

Helping an organization do same things as other business but in different ways

Environmental Uncertainty

A lack of information for the external environment of a business or an organization

Manager

A person who supports, activates and is responsible for the work of others

Top Manager

Guide the performance of the organization as a whole

Middle Manager

These are the managers who report to the top managers who are in charge of large divisions

Line Manager

Directly contribute to producing the organizations goods or services

Staff Manager

Use special technical expertise to advise and support line workers

Functional Managers

Are responsible for one area

General Managers

Are responsible for complex, multifunctional units

Admins

A manager in a public organization

Accountability

The requirement to show performance results to a superior

Effective Manager

Helps others achieve high performance and satisfaction at work

Quality of Work Life

the overall quality of experiences in the workplace

Management

process of planning, organizing, leading and controlling the use of resources to accomplish performance goals

Planning

The process of setting objectives and determining what should be done to accomplish them

Organizing

Arranging tasks, people and other resources to accomplish the work

Leading

Inspiring people to work hard to achieve high performance

Controlling

Measuring performance and taking action to ensure desired results

Information Roles

How a manager processes and exchanges information

Interpersonal Roles

How a manager interacts with other people

Decisional roles

how a manager uses information in decision making

Social Capital

A capacity to get things done with the help of others

Learning

A change in behaviour that results from experience

Lifelong Learning

Continuous learning from daily experiences

Skills

the ability to transfer knowledge into performance

Technical Skill

The ability to use expertise in order to perform special tasks

Human Skill

The ability to cooperate and work with others

Conceptual Skill

The ability to think critically and analytically

Managerial Competency

A skill based capability that contributes to high performance results

Motion Study

the science of reducing a task to its most basic physical motions

Bureaucracy

A rational and efficient form or organization founded on logic, order and legitimate authority

Hawthrone Effect

the tendency of persons singled out for special attention to perform as expected

Human Relation Movement

suggested that managers using good human relations will achieve productivity

Organizational Behaviour

the study of individuals and groups in organizations

Need

a physiological or psychological deficiency that a person wants to satisfy

Theory X

People hate work

Theory Y

people love work

Self-fulfilling Prophecy

occurs when a person acts in ways that conform another's expectations

Management Science and Operations Research

use quantitative research and applied mathematics to solve problems

Operations Management

the study of how organizations produce goods and services

System

a collection of interrelated parts working together for a purpose

Subsystem

a smaller component of a larger system

Open System

an open system interacts with its environment and transforms resource inputs into outputs

Contingency Thinking

tries to match management practices with situational demands

Total Quality Management

managing with an organization -- wide commitment to continuous improvement, product quality and customer needs

Continous Improvement

involves always searching for new ways to improve work quality and performance

ISO Certification

indicates conformity with a rigorous set of international quality standards

Knowledge Management

the process of using intellectual capital for competitive advantage

Learning Organization

continuously changes and improves

High - Performance Organization

consistently achieves excellence while creating a high quality work environment

Evidence - Based Management

involves making decisions based on hard facts about what really works

Global Economy

resources, markets and competition that are world wide in scope

World 3.0

a world where nations cooperate in the global economy while respecting each others cultures

Global Management

involves making operations in more than one country

Global Manager

is culturally aware and informed on international affairs

Global Business

conducts commercial transactions across national boundaries

Global Sourcing

materials or services are purchased around the world for local use

Licensing Agrement

a local firm pays a foreign form for rights to make or sell it's products

Foreign Direct Investment

is a building, buying all or buying part ownership of a business in another country

Greenfield Investment

builds an entirely new operation in a foreign country

Political Risk

the potential loss in value of a foreign investment due to instability and political changes in the host country

Political -Risk Analysis

tries to forecast political disruptions that can threaten the value of a foreign investment

World Trade Organization

member nations agree to negotiate disputes about trade agreements and tariffs

Most Favoured Nation Status

gives a trading partner most favourable treatment for imports and exports

Protectionism

a call for tariffs and favourable treatment to protect domestic firms from foreign competition

Global Corporation

a multinational business with extensive operations in more than one foreign country

Trasnational Corporation

an MNC that operates worldwide on a board less basis

Corruption

involves illegal practices to further ones business interest

Sustainable Development

meets the needs of the present without hurting future generations

Culture

a shared set of beliefs, values and patterns of behaviour common to a group of people

Culture Shock

the confusion and is comfort a person experiences when in an unfamiliar culture

Ethnocentrism

the tendency to consider ones culture superior to others

Cultural Intelligence

the ability to accept and adapt to new cultures

Low - Context Culture

emphasis communication via spoken or written word

High - Context Culture

rely on nonverbal and situational cues as well as on spoken or written communication

Monochromatic Cultures

people tend to do one things at a time

Polychromatic Culture

time is used to accomplish many different things

Proxemics

how people use space to communicate

Ecological Fallacy

assumes that a generalized cultural value applies equally well to all members of the culture

Masculinity - Femininity

the degree to which a society values assertiveness and materialism

Comparative Management

studies how management practices differ among countries and culture

Ethnocentric Attitudes

managers believe the best approaches are found at home and tightly control foreign operations

Polycentric Attitudes

respect local knowledge and allow foreign operations to run with substantial freedom

Geocentric Attitude

managers are high in cultural intelligence and take collaborative approach to global management practices

Intercultural Competencies

skills and personal characteristics that help us be successful in cross-cultural situations

Ethical Behaviour

right or good in the context of a governing moral code

Terminal Values

preferences about desired end states

Instrumental Values

preferences regarding the means to desired ends

Utilitarian Views

ethical behaviour delivers the greatest good to the greatest amount of people

Individualism View

ethical behaviour advances long-term self-interests