MANAGE1

The art of getting things done through people.

A formal process whereby managers choose goals, identify actions to attain those goals, allocate responsibility for implementing actions to specific individuals or units, measure the success of actions by comparing actual results against the goals, and revise plans accordingly.

An action that managers take to attain the goals of an organization.

The process of thinking through on a continual basis what strategies an organization should pursue to attain its goals.

The process of deciding who within an organization will perform what tasks, where decisions will be made, who reports to whom, and how different parts of the organization will coordinate their activities to pursue a common goal.

The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action.

A factor, monetary or nonmonetary, that motivates individuals to pursue a particular course of action.

The process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.

The task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.

The knowledge, skills, and capabilities embedded in individuals.

Managers responsible for the overall performance of an organization or one of its major self-contained subunits or divisions.

Managers responsible for leading a particular function or a subunit within a function.

Managers who manage employees who are themselves not managers.

Specific behaviors associated with the task of management.

A manager's skills, values, and motivational preferences.

The ability to see the big picture.

Skills that include mastery of specific equipment or following technical procedures.

Skills that managers need, including the abilities to communicate, persuade, manage conflict, motivate, coach, negotiate, and lead.

Stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations.

Values that actually guide behavior.

What people say is important to them.

Values held in common by several people.

Values that society expects people to follow because they distinguish right from wrong in that society.

Seeking power for personal gain.

Accumulating power to achieve social or organizational objectives.

Everything outside a firm that might affect the ability of the enterprise to attain its goals.

Actual and potential competitors, suppliers, and buyers (customers or distributors); firms that provide substitue products to those sold in the industry; and firms that provide complements.

Political and legal forces, macroeconomic forces, demographic forces, sociocultural forces, technological forces, and international forces.

Everything inside a firm that affects mangers ability to pursue actions or strategies.

Strengths, weaknesses, oppurtunities, and threats.

Factors that make it costly for potential competitors to enter an industry and compete with firms already in the industry.

Cost reductions associated with large output.

The preference of consumers for the products of established companies.

Ability of buyers to bargain down prices charged by firms in the industry or to raise costs of firms in the industry by demanding better quality and service.

The time, energy, and money required to switch from the products offered by one enterprise to those offered by another.

Ability of suppliers to bargin up prices charged by firms in the industry or to raise the costs of firms in the industry by supplying lower-quality products and service.

The goods or services of different businesses or industries that can satisfy similar customer needs.

A product that is difficult to differentiate from those produced by rivals.

Factors that stop firms from reducing capacity even when demand is weak and excess capacity exists.

The costs that must be borne before the firm makes a single sale.

The number and size distribution of incumbent firms in an industry.

An industry with many small or medium-sized companies.

An industry dominated by a few large companies.

Firms providing goods or services that are complementary to the product produced by enterprises in the industry.

Industry changes resulting from changes in laws and regulations.

Government agencies with responsibiltiy for formulating, interpeting, and implementing rules specific to a particular industry.

Forces that affect the general health and well-being of a national or the regional economy, which in turn affect the profitability of firms with that economy.

Outcomes of changes in the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class.

The way in which changing social mores and values affect an industry.

Changes that do not alter the basic nature of comptition in the task enivronment.

Change that fundamentally transforms the nature of competition in the task environment.

A view of industry evolution asserting that long periods of equilibrium are punctuated by periods of rapid change when industry structure is revolutionized by innovation.

An inablility to predict with accuracy the nature, magnitude, timing, and direction of change in the enviroment.

The basic pattern of values and assumptions shared by employees within an organization.

The knowledge, skills, and capabilities embedded in individuals.

A view that resources of an enterprise can be a source of sustainable competitive advantage.

Assets that managers have to work with in their quest to improve the performance of an enterprise.

Physical assets, such as land, buildings, equipment, inventory, and money.

Nonphysical assets that are the creation of managers and other employees, such as brand names, the reputation of the company, processes within the firm for performing work and making decisioins, and the intellectual property of the firm, including pantents, copyrights, and trademarks.

Sourcing goods and services from locations around the globe to take advantage of national differences in the cost and quality of factors of production.

The merging of historically distinct and seperate national markets into one huge global marketplace.

Social rules and guidelines that prescribe appropriate behavior in particular situations.

The economies that arise from performing a business activity in the optimal locations for that activity.

Varying some aspect of product offerings or marketing messages to take country or regional differences into account.

Home country executives sent to a foreign post.

A staffing policy that seeks the best people for key jobs throughout the organization, regardless of nationality.

A staffing policy in which all key management positions are staffed by home country nationals.

A staffing policy in which key management positions in a subsidiary are staffed by host country nationals.

An individual, institution, or community that has a stake in the operations of an organization and in how it does business.

Situations in which managers find a way to feather their own nests with corporate funds.

Situations in which managers use their control over corporate data to distort or hide information to enhance their own financial situations or the competitive position of the firm.

Behavior aimed at harming actual or potential competitors, most often by using monopoly power.

Unilaterally rewriting the terms of a contract with suppliers, distributors, or complement providers in a way that is more favorable to a firm, often using its power to force the revision through.

Tolerating unsafe working conditions or paying employees below-market rates to reduce costs of production.

Taking actions that directly or indirectly result in pollution or other forms of enviromental harm.

The view that the moral worth of actions or practices is determined by their consequences.

The view that human beings have fundamental rights and privileges.

Theories that focus on attaining a just distribution of economic goods and services.

A sense of obligation on the part of managers to build certain social criteria into their decision making.