Chapter 1:

Globalization – the worldwide interdependence of resource flows, products, markets

and business complication

Workforce Diversity – difference in gender, sex, religion etc.

Prejudice – negative attitude towards women/minorities

Discrimination – denying women/minorities opportunities

Glass ceiling – stopping women/minority from job advancement

Ethics – our moral standards what is good and right

Corporate governance – board of directories oversee company management

Organization – people working together for common purpose

Open system – interact with environment to transforms resources to output

Productivity – quantity/quality of work with resource utilization considered

Performance effectiveness – measure of task/goal accomplished

Performance efficiency – resource cost per goal

Manager – supports/responsible for works of others

Top managers – guide whole company

Middle manager/Project Manager/ Team leaders/ Supervisors

Line managers – products/Staff manager/Function Manager/ General Manager/

Administrator

Controlling – measure performance and take action to ensure results

Conceptual skill – solve complex problems

Managerial competency – skill based for high performance in management job

Top mangers >Team Leader/Managers > Operating Workers > Customer Clients

Chapter 3:

Terminal values – desired end state

Instrumental values – desired ends

Utilitarian view – good for everyone

Individualism –ethical behavior advances self-interests

Moral – right view – ethical behavior respects/ protects fundamental rights

Justice view – treats people fairly

Procedural justice – rules are fairly applied

Distributive justice – for all people

Interactional Justice – degree with others treated fairly

Cultural Relativism –one right way to be have

Universalism – ethics same across culture

Ethical imperialism – impose your ethics on others

Code of ethics – formal ethics statement

Organization stakeholders – directly affected by behavior of company have stake in

its performance

Social responsibility audit – companies accomplishments in area of social

responsibility

Obstruction Strategy – avoids social responsibility

Defense strategy – to do the minimum that is legally required

Political action committees – collect money for donation to political campaign

Ethical dilemma/ Ethics training/ whistle blowers/ Accommodative Strategy/

Proactive Strategy / Social Entrepreneurship/Lobbying

Chapter 4:

Specific environment – people and groups who an organization interacts with

Customer relationship management – lasting relationship with value for customer

Supply chain management – links all operations dealing with resource supplies

Quality circle – group makes way of improving quality

Value based management – develops shared values

Symbolic leader – symbol to maintain culture

Ethnocentrism – ones group is better than the others

Biculturalism – adopt majority perspective

Managing diversity – everyone at their full potential

Competitive Advantage/ General Environment/ Stakeholders/ Value creation/

Environmental Uncertainty/ Total quality Management – continuous improvement/
Core values

Chapter 5:

Maquildoras – foreign manufacturing plant that operates in Mexico with special

privileges

Global economy/ International Management/ Global manager/ European Union/

NAFTA/ Licensing agreement/ Franchising/ Joint Venture – co-ownership/ Foreign
subsidiary – local owned foreign

World Trade organization – settle tariff disputes

Protectionism – tariffs

Trans-nation Corporation – operates worldwide i.e. coke

Sustainable development – meets needs without hurting

ISO 14000 – environmental policies

Low context cultures – communication via spoken word

Monochromic culture – on thing at a time

Polychromic culture – many things at a time

Chapter 7:

Knowledge worker/ intellectual worker/ data / information/ information systems/

Management info systems / Decisions support systems/ Groupware/ Expert System/
Intra-extra net/ Problem solving/ Decision/ Programmed decision/ Structured
problems/ Crisis management/ Risk environment/ Certain environment/ systematic –
intuitive thinking/ Strategic opportunism
Chapter 2:

Hawthorne studies by Mayo – incentives affect work output? Nothing found,

psychological found group and participant supervisor help productivity. Social
concerns affect Productivity/ Special attention people perform especially well.

Maslow’s theory of Human needs – All about needs like: physiological, safety,
social, esteem, self-actualization. A satisfied need is NOT a motivator; a need is a
motivator once lower level need is satisfied

Theory x and y by Mcgregor – x is people who dislike work, lack ambition,

irresponsible. Y is willing to work, have self control, creative. Managers create self-
fulfilling prophecies.

Personality and organization Argyris – classical methods inhibit worker should

accommodate by increasing tasks, variety tasks using decision making

Manage science – using math to solve management problems

Quantitative analysis – staff specialist

System thinking – system, subsystem, open system

Contingency thinking – no “one best way” to manage

Quality and performance excellence – bias towards action

Global awareness – adoption of theory z which promotes employee loyalty,

Japanese way

Classical Approach

People are rational

Scientific management Administrative Principles Bureaucratic

Fredrick Taylor Henry Fayol Max Meber

Standardize work, select Foresight, organization, Ideal, based on logic,

good workers, Support command coordination, order and authority.
workers, eliminate wasted control only one boss
motions Has Slow redtape, not
Group work flexible