WGU C483 - Principles of Management

WGU C483 - Principles of Management Leave the first rating Students also studied Terms in this set (432) Western Governors UniversityBUS 2301 Save Test Prep - WGU - Principles of Man...105 terms C_BondePreview WGU C483 - Principles of Managem...430 terms rwdixon1993Preview Principles of Management C483 WG...99 terms morgan_matthews_b... Preview Princip 117 terms sad AccommodationA style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests AccountabilityThe expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance Accounting auditsProcedures used to verify accounting reports and statements AcquisitionOne firm buying another Activity-based costing (ABC)A method of cost accounting designed to identify streams of activity and then to allocate costs across particular business processes according to the amount of time employees devote to particular activities AdaptersCompanies that take the current industry structure and its evolution as givens, and choose where to compete Adverse impactWhen a seemingly neutral employment practice has a disproportionately negative effect on a protected group Advertising support modelCharging fees to advertise on a site Affective conflictEmotional disagreement directed toward other people Affiliate modelCharging fees to direct site visitors to other companies' sites Affirmative actionSpecial efforts to recruit and hire qualified members of groups that have been discriminated against in the past

After-action reviewA frank and open-minded discussion of four basic questions aimed at continuous improvement Alderfer's ERG theoryA human needs theory postulating that people have three basic sets of needs that can operate simultaneously ArbitrationThe use of a neutral third party to resolve a labor dispute Assessment centerA managerial performance test in which candidates participate in a variety of exercises and situations AssetsThe values of the various items the corporation owns Authentic leadershipA style in which the leader is true to himself or herself while leading AuthorityThe legitimate right to make decisions and to tell other people what to do Autocratic leadershipA form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group Autonomous work groupsGroups that control decisions about and execution of a complete range of tasks AvoidanceA reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement Balanced scorecardControl system combining four sets of performance measures: financial, customer, business process, and learning and growth Balance sheetA report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders' equity Barriers to entryConditions that prevent new companies from entering an industry Behavioral approachA leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit BenchmarkingThe process of comparing an organization's practices and technologies with those of other companies BootleggingInformal work on projects, other than those officially assigned, of employees' own choosing and initiative Boundaryless organizationOrganization in which there are no barriers to information flow Boundary-spanningInteracting with people in other groups, thus creating linkages between groups Bounded rationalityA less-than-perfect form of rationality in which decision makers cannot be perfectly rational because decisions are complex and complete information is unavailable or cannot be fully processed

BrainstormingA process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed BrokerA person who assembles and coordinates participants in a network BudgetingThe process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences; also called budgetary controlling BufferingCreating supplies of excess resources in case of unpredictable needs Bureaucratic controlThe use of rules, regulations, and authority to guide performance Business acceleratorsOrganization that provides support and advice to help young businesses grow Business ethicsThe moral principles and standards that guide behavior in the world of business Business incubatorsProtected environments for new, small businesses Business planA formal planning step that focuses on the entire venture and describes all the elements involved in starting it Business strategyThe major actions by which a business competes in a particular industry or market Cafeteria benefit programAn employee benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs Carbon footprintThe output of carbon dioxide and other greenhouses gases Caux PrinciplesEthical principles established by international executives based in Caux, Switzerland, in collaboration with business leaders from Japan, Europe, and the United States Centralized organizationAn organization in which high-level executives make most decisions and pass them down to lower levels for implementation CertaintyThe state that exists when decision makers have accurate and comprehensive information Charismatic leaderA person who is dominant, self-confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers Chief information officer (CIO)Executive in charge of information technology strategy and development Clan controlControl based on the norms, values, shared goals, and trust among group members

CoachingDialogue with a goal of helping another be more effective and achieve his or her full potential on the job Coalitional modelModel of organizational decision making in which groups with differing preferences use power and negotiation to influence decisions Cognitive conflictIssue-based differences in perspectives or judgments CohesivenessThe degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another CollaborationA style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties' satisfaction CommunicationThe transmission of information and meaning from one party to another through the use of shared symbols Comparable worthPrinciple of equal pay for different jobs of equal worth CompetingA style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person's goals Competitive environmentThe immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like Competitive intelligenceInformation that helps managers determine how to compete better Compliance-based ethics programsCompany mechanisms typically designed by corporate counsel to prevent, detect, and punish legal violations CompromiseA style of dealing with conflict involving moderate attention to both parties' concerns Computer-integrated manufacturing (CIM)The use of computer-aided design and computer-aided manufacturing to sequence and optimize a number of production processes ConcentrationA strategy employed for an organization that operates a single business and competes in a single industry Concentric diversificationA strategy used to add new businesses that produce related products or are involved in related markets and activities Conceptual and decision skillsSkills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members Concurrent controlThe control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performed