PRINMAN Chapter 1: Intellectual capital- the collective brainpower or shared knowledge of a workforce Knowledge worker- someone whose mind

is a critical asset to employers Workforce diversity- describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation and able-bodiedness. Prejudice- the display of negative irrational attitudes toward members of diverse populations Discrimination- actively denies minority members the full benefits of organizational membership. Glass ceiling effect- is an invisible barrier limiting career advancement of women and minorities. Globalization- is the worldwide interdependence of resource flows, product markets, and business competition. Ethics- set moral standards of what is “good” and “right” in one’s behavior. Core workers- full time employees pursue traditional career paths. They can advance within the organization and may remain employed for a long time. Contract workers- perform specific tasks as needed by the organization and are compensated on a fee-for-fee basis rather than continuing wage or salary. Part-time workers- hired only as needed and for as long as needed. Portfolio worker- has up-to-date skills that allow for job and career mobility. Organization- collection of people working together to achieve a common purpose Open system- transforms resource inputs from the environment into product outputs. External environment- both the supplier of resources and the source of customers Feedback- indicates how well the organization is doing Productivity- quantity and quality or work performance, with resource utilization considered. Performance effectiveness- output measure of task or goal accomplishment. Performance efficiency- input measure of resource cost associated with goal accomplishment. Manager- is a person who supports, activates, and is responsible for the work of others. Top managers- guide the performance of the organization as a whole or of one of its major parts. Middle managers- oversee the work of large departments or divisions. Team leaders- report to middle managers and supervise non managerial workers. Line managers- directly contribute to producing the organization’s goods or services. Staff managers- use special technical expertise to advise and support line workers. Functional managers- are responsible for one area such as finance, marketing, production, personnel, accounting or sales. General managers- are responsible for complex, multifunctional units. Administrator- a manager in a public or nonprofit organization Accountability- the requirement to show performance results to a supervisor. Effective manager- helps others achieve high performance and satisfaction at work. Quality of work life- overall quality of human experiences In the workplace. Upside-down pyramid- operating workers are t the top serving customers while managers are at the bottom supporting them. Management- process of planning, organizing, leading and controlling the use of resources to accomplish performance goals Planning-process of setting objectives and determining what should be done to accomplish them. Organizing- the process of assigning tasks, allocating resources and coordinating work activities. Leading- the process of arousing enthusiasm and inspiring efforts to achieve goals Controlling- process of measuring performance and taking action to ensure desired results Informational roles- involve giving, receiving and analyzing of information. Monitor- scanning for information Disseminator- sharing information Spokesperson- acting as official communicator Interpersonal roles- involve interactions with people inside and outside the work unit Figurehead- modeling and setting forth key principles and policies Leader- providing direction and instilling enthusiasm Liaison- coordinating with others

rules and procedures are impartially & uniformly applied with no one receiving preferential treatment.workers are selected and promoted on ability.use quantitative analysis and applied mathematics to solve problems. Human relations movement. Unity of direction principle.helps make future projections for reserve sizes & depiction rates that are useful in the planning process.science of reducing a task to its basic physical motions. 1. Coordination. Characteristics of Weber’s Bureaucratic Organization: 1. organizing.ability to manage ourselves and our relationships effectively Conceptual skill.to provide and mobilize resources to implement the plan. 5.skill-based capability for high performance in a management job Chapter 2: Scientific Management. Human resource approaches.suggested that managers using good human relations will achieve productivity. and with the freedom to talk over and truly reconcile conflicts and differences. Careers based on merit.change in behavior that results from experience Lifelong Learning. Scalar chain principle.to make sure things happen according to plan and to take necessary corrective action. leading and controlling.ability to think analytically to diagnose and solve complex problems Managerial competency. act irresponsibly. Hawthorne studies. which closely resembles the four functions of management.to lead. Command.develops action priorities for accomplishing goals and plans Networking. Network models.process of creating positive relationship with people who can help advance agendas Social capital.assumes people are willing to work. and prefer to be led. 2. Deficit Principle.authority and responsibility are well defined for each position and each position reports to a higher-level one.a rational and efficient form of organization founded on logic.written guidelines direct behavior and decision in jobs and written files are kept for historical record. Organization.identifies the following five “rules” or “duties” of management. and performance and managers are career employees of the organization. Need.ability to translate knowledge into action that results in desired performance Technical skill. 4. Impersonality. 3.emphasizes careful selection and training of workers and supervisory support. 5.jobs are well defined.had a scientific management perspective and sought to determine economic incentives and physical conditions of workplace affected the output of workers.one person should be in charge of all activities that have the same performance objective. Foresight – to complete a plan of action for the future. Clear hierarchy of authority. Motion study.the five needs exist in the hierarchy of “prepotency. Administrative Principles. competency. Theory Y.continuous learning from daily experiences Skill. Management science and operations research. 3. Mathematical forecasting. like responsibility and are self-directed and creative.occurs when a person acts in ways that confirm another’s expectations. select and evaluate workers to get the best work toward the plan 4.is the tendency of persons singled out for special attention to perform as expected.study of individuals and groups in organizations. Bureaucracy.Agenda setting.ability to work well in cooperation with other people Emotional intelligence. Hawthorne Effect.capacity to get things done with support and help of others Learning. . Clear divisions of labor. Self-fulfilling prophecy. Progression principle.there should be a clear and unbroken line of communication from the top to the bottom Unity of command principle-each position should receive orders from only one boss. order and legitimate authority. Organizational behavior. and workers become highly skilled at performing them. Control. 2.to fit diverse efforts together and to ensure information is shared and problems solved.is a psychological deficiency that a person wants to satisfy. Formal rules and procedures. lack ambition.managers and workers should labor in harmony without one party dominating the other.a satisfied need is not a motivator of behavior.” Theory X.people are rational and self-actualizing Organization as communities.ability to use expertise to perform a task with proficiency Human skill or Interpersonal skill.planning.break large tasks into components.assumes people dislike work.

recycle. Internet censorship.includes the people and group with whom an organization interacts Stakeholders.are the persons. System. Contingency thinking. legal-political. resource supplies and investment capital Legal-political Conditions. Economic Conditions. Linear Programming.deliberate blockage and denial of public access to information posted on the internet Enterprise 2.involves always searching for new ways to improve work quality and performance.personal empowerment and social interactions Sociocultural conditions.norms.consists of people born within a few years of one another and who experience somewhat similar life events during their formative years. Evidence-based management.something that an organization does extremely well. customs. groups.a collection of interrelated parts working together for a purpose Subsystem. Chapter 4: General Environment. human rights Natural environment conditions. Knowledge management.occurs when stores owned by major national and global chains are advertised with local nonbranded names.uses information technologies to communicate with customers and gather data tracking their needs and desires Supply chain management.indicates conformance with a rigorous set of international quality standards.the use of social networking and blog technologies in the workplace Generational Cohorts. and institutions directly affected by an organization Consumer relationship management. Profit Planet .lack of information regarding what exists in the environment and developments may occur Organizational effectiveness. High performance organization. Queuing theory. Total quality management.continuously changes and improves. Sustainable business.tries to match management practices with situational demands. Operations Management. using the lessons of experiences. 3 Ps of organization.0. Learning organization.influence customer spending. is difficult to copy and gives it an advantage over competitors Environmental uncertainty.smaller component of a larger system Open system.comprised of economic.assesses the economic.interacts with its environment and transforms resource inputs to outputs. social and environmental performance of an organization. Continuous improvement.consistently achieves excellence while creating a high-quality work environment. sociocultural and natural environment conditions. and social values on such matter such as ethics.represented by existing and proposed laws and regulations.study of how organizations produce goods and services.Inventory analysis-helps control inventories by mathematically determining how much to automatically order and when.used to calculate how best to allocate production among different machines.outsourcing of jobs to foreign locations Onshoring/Reshoring.measure of how well the organization performs while using resources to accomplish mission and objectives Triple bottom line. government policies and the philosophy and objectives of political parties.helps allocate service personnel & workstations based on alternative workload demands and in a way that minimizes both customer waiting time and costs of service workers. Offshoring.“green. ISO certification.the return of jobs from foreign locations as companies establish new domestic operations Unbranding. use local produce and adopt energy saving practices.involves management of all operations linking an organization & its suppliers Competitive advantage. Technological Conditions.involves making decisions based on hard facts about what really works.is the process of using intellectual capital for competitive advantage. product quality and customer needs. technological.managing with an organization-wide commitment to continuous improvement.” Reduce paper usage.both meets the needs of the customers and protect the natural environment for future generations Specific/Task Environment.Performance.

the process of taking a new idea and putting it into practice Product Innovations. retrieve.info is clear and easily understood by user. 5.a choice among possible alternative courses of action Performance Deficiency.are raw facts and observations Information.info is complete and sufficient for the task at hand.disseminated to stakeholders and environment Information systems.use IT to collect.the info is available when needed.ability to address many problems at once Strategic Poisoning. Timely. 3.actual situation either turns out better than anticipated or offers the potential to do so Problem avoiders. it is free from unnecessary detail Information technology.ability to understand computers and to use them to their best advantage Information Competency.approaches problems in a rational and analytical fashion Intuitive thinking. their practices and products. Complete.results in better way of doing things Business and model Innovations.data made useful for decision making Information that is truly useful in in management meets the test of these five criteria: 1. Social business innovations.results in ways for firms to make money Sustainable Innovations/ Green Innovations.who are willing to make decisions and try to solve problems but only when forced to by the situation Problem seekers. organize and distribute data for use in decision making Management information systems (MIS).helps us acquire. down.results in new or improved products or services Process Innovations.gathered from stakeholders and external environment Internal information.flows up. store and process information Intelligence information.help reduce the carbon footprints and environmental impacts of organizations.managing people and organizations in ways that achieve responsible stewardship of the natural environment Innovation.ability to utilize technology to locate.ISO 14001. 2.turns new ideas into actual products.the info is accurate and is reliable. services and processes to increase profits through greater sales or reduce costs. evaluate organize and analyze info for decision making Data. it is free from extraneous or irrelevant materials Understandable. Chapter 4: Computer Competency.meet the information needs of the managers in making daily decisions Problem solving.actual performance is less than desired Performance Opportunity.who ignore information that would otherwise signal the presence of a performance deficiency or opportunity Problem solvers. account for environmental impact and continuously improve environmental performance Sustainable development.focuses on long term objectives while being flexible in dealing with short term problems . around and across organizations Public information. it meets deadlines for decision making and action High Quality.approaches problems in a flexible and spontaneous fashion Multidimensional thinking. 4.an international quality standard requiring organizations to set environmental objectives and targets.makes use of environmental resources to support societal needs today while also preserving and protecting the for future generations Environmental/Natural Capital. it is as current and up to date as possible Relevant.actively process information and constantly look for problems to solve Systematic thinking.find way to use business models to address important social problems Reverse Innovation.storehouse of natural resources Green Management. it can be used with confidence.involves identifying and taking action to resolve problems Decision.recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations. including emerging markets Commercializing Innovation.info is appropriate for task at hand.

preparation for the management of crises that threaten an organization’s health and well-being Certain environment. 3. 2.applies a solution from past experience to a routine problem Unstructured problems.prefer broad and global issues Structured problems.bases a decision on recent information or events Representativeness heuristics.occurs when focusing only on information that confirms a decision already made Escalating commitment.describes making decisions within the constraints of limited information & alternatives Satisfying decision.lacks so much information that it is difficult to assign probabilities to the likely outcomes Decision making process.an unexpected problem that can lead to disaster if not resolved quickly and appropriately Crisis Management.bases a decision on incremental adjustments from opinion decision point Framing error.tend to emphasize both analysis and human relations Intuitive thinkers.bases a decision on similarity to other situations Anchoring and adjustment.are straightforward and clear with respect to information needs Programmed decision.describes decision making with complete information Optimizing decision-chooses the alternative giving the absolute best solution to a problem Behavioral decision model.involves comparing the costs and benefits of each potential course action Decide on a preferred course of action Classical decision model.describes decision making with limited information and bounded rationality Bounded rationality.have ambiguities and information deficiencies Nonprogrammed decision.comfortable with abstraction and unstructured situations Intuitive feelers.trying to solve a problem in the context in which it is perceived Confirmation error.tend to emphasize the impersonal rather than the personal & take a realistic approach to problem solving Sensation feelers. 5.chooses the first satisfactory alternative that comes in one’s attention Implement the decision Lack-of-participation error.continuation of course of action even though it is not working .Cognitive styles.offers complete information on possible action alternatives and their consequences Risk environment.lack information but offers “probabilities” of the likely outcomes for possible action alternatives Uncertain environment. Identify and define the problem Generate and evaluate alternative courses of action Cost-benefit analysis.strategies for simplifying decision making Availability heuristics.describe the way people deal with information while making decisions Sensation thinkers.applies a specific solution crafted for a unique problem Crisis decision.begins with identification of a problem and ends with evaluation implemented The decision making process 1. Heuristics.failure to involve in a decision the persons whose support is needed to implement it Evaluate results 4.