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1. The Academy of Labour and Social Relations.
2. My studies at Volgograd Affiliate of the Academy of Labour and Social Relations.
3. Describe one of your working days.
4. My job duties.
5. I am responsible for…
6. My working place.
7. At the Personnel Department.
8. Resume.
9. Economics as a science.
10. Economy of Great Britain / the USA.
11. Speak about areas of management.
12. What is a manager? The main qualities of a manager.
13. Speak about management activities.
14. Forms of Ownership. Business structure.
15. The art of communication.
7. СПИСОК ОСНОВНОЙ И ДОПОЛНИТЕЛЬНОЙ ЛИТЕРАТУРЫ
1. Методические рекомендации и контрольные задания по английскому языку.- М.: АТ и СО, 1998.
2. World of Work. Учебник английского языка. Н.Н.Колесникова и др.- М.: АТ и СО, 1999.
3. Учебное пособие по переводу и тексты для домашнего чтения. Н.Н.Колесникова и др.- М.: АТ и СО, 1999.
4. First Insights into Business | by Sue Robbins, Longman, 2001|
5. New Insights into Business | by Graham Tullis, Tonya Trappe, Longman, 2002|
6. Keys to Management | by David Cotton, Longman 1990|
7. International Business Topics, | by David Cotton, Longman, 1988|
8. Management and Marketing | by Yan Mac Kenzie, Language Teaching Publications, 1996|
9. English for Business Studies | by Yan Mac Kenzie, Cambridge University Press|
10. Business Matters | by Mark Powell, Language Teaching Publications|
11. Key Words in Business | by Bill Mascull, Collins Cobuild|
12. Managing the Business Environment | by Linda Bennett, International Thomson Business Press, 1995|
13. Market Leader | intermediate by John Rogers | Upper – Intermediate by David Cotton, David Falrey, Simon Kent, Pearson Longman 2006|
14. Периодическая печать:
15. Газета “The Financial Times”; журнал “The Economist”
16. Business Grammar Builder | by Paul Emmerson, MacMillan, 2002
8. СЛОВАРЬ ТЕРМИНОВ (ГЛОССАРИЙ)
Acceptance theory of authority
A theory connected with the administrative management approach which argues that authority does not depend as much on “persons of authority” who give orders as on willingness of who receive orders to comply.
- Accommodation
A conflict – handling mode that involves solving conflicts by allowing the desires of the party to prevail.
-Accountability
Being answerable for the results of one’s actions
- Achievement – oriented
A leader behavior identified in path – goal theory that involves setting challenging, goals, expecting subordinates to perform at their highest level, and conveying a high degree of confidence in subordinates.
- Acquisition
The purchase of all on part of one organization by another, and a means of implementing growth strategies.
-Active listening
The process in which a listener actively participates in attempting to grasp the facts and the feelings expressed by speaker.
- Ad hoc committee
Another term for a task force
- Administrative management
An approach within classical management theory that focuses on principles that can be used by managers to coordinate the internal activities of organizations
- Advertising
An approach to influencing the environment involving the use of communications media to gain favorable publicity for particular products and services.
-Alternative
A potential course of action that is likely to eliminate, correct or neutralize the cause of a problem
- Alternative work schedule
Schedules based on adjustments in the normal work schedule rather than in the job content or activities
- Application blank
A form used widely as a selection method that contains a series of inquiries about such issue as an applicant’s educational background, previous job experience, physical health, and other information that may be useful in assessing an individual’s ability to perform a job.
-Aptitude
A fundamental capacity or talent – such as reasoning, verbalizing and calculating that may be innate or acquired.
- Assessment center
A controlled environment used to predict the probable managerial success of individuals mainly on the basic of evaluations of their behaviors in a variety of simulated situations, therely facilitating selection.
- Asset management ratios
Financial ratios that measure how effectively on organization manages its assets.
-Assumptions
The premises or conditions that planners accept as or know to be true and real because of their past experiences or those of others
-Audit
An internal or external method of control, primarily financial, which determines if records, reports, statements, and data they are based on are correct and in line with established rules and procedures
- Authority
The right to make decisions, carry out actions, and direct other in matters related to the duties and goals of s position.
-Autocratic
The behavioral style of leaders who tend to make unilateral decisions, dictate work methods, limit worker knowledge about goals to just the next step to be performed and sometimes give feedback that is punitive.
-Autonomous work group
Another name for a self-managing team
-Autonomy
A core characteristic involving the amount of discretion allowed in determining schedules and work methods for achieving the required.
-Availability
A decision-making bias involves the tendency to judge the likelihood of an occurrence on the basis of the extent to which other like instances or occurrences can easily be recalled.
-Avoidance
A conflict-handling mode that involves ignoring or suppressing a conflict in the that it will either go away or not become too disruptive.
-Back orders
Orders for goods which cannon be filled immediately but which will be honoured as more goods and or services become available
-Balance of payments
An international economic element that is an account of goods and services, capital loans, gold and other items entering and leaving a country, and a factor influencing the ability of an organization to conduct international business in that country successfully.
- Balance of trade
The difference between a country’s exports and imports and, generally, the most critical determinant of a country’s balance of payments
- Bankruptcy
a defensive strategy in which an organization that is unable to pay its debts can seek court protection from creditors and from certain contract obligations while it attempts to regain financial stability.
- Behavioral science
An approach that emphasizes scientific research as the basis for developing theories about human behavior in organizations that can be used to develop practical guidelines for managers.
- Behavioral viewpoint
A perspective on management that emphasizes the importance of attempting to understand the various factors that affect human behavior in organizations.
-Brainstorming
A group effort at generating ideas and alternatives, using inside experts who focus their attention on one issue or problem.
- Break-even analysis
A quantitative planning technique relating costs, revenue and profit. It determines at what point income and expenses are equal – where an organization breaks even.
- Budget
A single-use plan for predicting sources and amounts of income and how it is to be used.
-Budgeting
A planning technique which attempts to formalize in writing the financial resources to be allocated for specific purposes.
- Bureaucratic control
A managerial approach that relies on regulation through rules, policies, supervision, budgets, schedules, reward systems, and other administrative mechanisms aimed at ensuring that employees exhibit appropriate behaviors and meet performance standards.
- Bureaucratic management
An approach within classical management theory that emphasizes the need for organizations to operate in a rational manner rather that relying on the arbitrary whims of owners and managers.
- Business plan
A document written by the prospective owner or entrepreneur that details the nature of the business, the product or service, the customers, the competition, the production and marketing methods, the management, the financing, and other significant aspects of the proposed planning.
- Capacity requirements planning
A primary operating system used in operating management that is concerned with determining the people, machines and major physical resources, such as buildings, that will be necessary to meet the production objectives of the organization.
- Capitalist requirements planning
A technique for determining what personnel and equipment are needed to meet short-term production objectives.
- Capitalist economy
An economy in which economic activity is governed by market forces and the means of production are privately owner by individual.
- Competition
A c conflict-handling mode that involves attempting to win a conflict at the other party’s expense.
- Complacency
A condition preventing effective decision making in which individuals either do not party give up some desired outcomes in order to get other desired outcomes.
- Conceptual skills
The ability to view the organization as a whole and see how the parts of the organization relate and depend on one another, and understand how the organization fits into the wider context of the industry, comminute and world.
- Conflict
A perceived difference between two or more parties that results in mutual opposition.
- Controlling
Establishing performance standarts used to measure progress towards goals.
- Co-opting
An approach to influencing the environment that involves absorbing key members of important environmental elements into the leadership or policy-making structure of an organization.
- Corporate culture
A term sometimes used for organizational culture
- Corporate-level strategy
A type of strategy that addresses what businesses the organization will operate, how the strategies of those businesses will be coordinated to strengthen the organization’s competitive position, and how resources will be allocated among the businesses
- Diagnostic control
A monitoring device or system that attempts to determine what deviation from a standard is taking or has taken place
- Direct investment
A means of entering international markets involving the establishment of operating facilities in a foreign country.
-Directive
A leader behavior identified in part-goal theory that involves letting subordinates know what is expected of them, providing guidance about work methods, developing work schedules, identifying work evaluation standards, and indicating the basis for outcomes or rewards
-Dissatisfies
A type of factor which figures in the two-factor theory of motivation that is largely associated with the work environment (suck as work conditions and supervision) and that can influence the degree of worker dissatisfaction
-Diversification
A growth strategy that entails effecting growth through the development of new areas that are clearly distinct from current businesses
- Division of labour
The study of tasks deemed essential, the breaking down of tasks into parts or steps, and the assigning of one or more of those parts to an individual or position.
- Divisional structure
A type of departmentalization in which positions grouped according to similarity of products, services or markets.
- Downsizing
A method of increasing organizational efficiency and effectiveness that involves significantly reducing the layers of middle management, expanding spans of control, and shrinking the size of the work force
-Downward communication
Vertical communication that flows a higher level to one or more lower levels in the organization
-Driving forces
Forces studied in force-field analysis that involve factors that pressure for a particular change
- Economic element
The part of the mega-environment that encompasses the systems of producing, distributing, and consuming wealth.
- Effectiveness
A dimension of organizational performance involving the ability choose and achieve appropriate goals.
- Efficiency
A dimension of organizational performance involving the ability to make the best use of available resources in the process of achieving goals
-Electronic data processing (EDP)
The transformation of data into meaningful information through electronic means
-Electronic mail system
The mail system that allows high-speed exchange of written messages through the use of computerized text-processing and communications networks
- Electronic monitoring
An issue in job-related stress and health that involves the use of computers to continually assess employee performance
- Employee assistance program (EAP)
A program through which employees help employees overcome personal problems that are adversely affecting their job performance.
- Employee-centered
A leadership approach in which manager channel their main attention to the human aspects of subordinates’ problems and to the development of an effective work group dedicated to high performance goals.
-Employee involvement teams
Small groups of employees who work on solving specific problems related to quality and productivity, often with stated targets for improvement
-Employment at will
The legal principle that holds that either employee or employer cantermirate employment at any time for any reason
- Employment test
A selection method involving the assessment of a job applicant’s characteristics through paper-and-pencil responses or simulated exercises.
- Encoding
The process, in communication, of translating the intended meaning into symbols
- End user
The same as a user
- Entrepreneur
An individual who creates a new enterprise
- Entrepreneurial mode
An approach to strategic management in which strategy is formulated mainly by a strong visionary chief executive who actively searches for new opportunities, is heavily oriented toward growth, and is willing to make bold decisions or to shift strategies rapidly.
-Entrepreneurial team
A special type of project team comprising a group of individuals with diverse expertise and backgrounds who are brought together to develop and implement innovative ideas aimed at creating new products or services or significantly improving existing ones.
- Entrepreneurship
The creation of new enterprise
- Environmental uncertainty
A condition of the environment in which future conditions affecting an organization cannot be accurately assessed and predicted.
- Euity theory
A motivation theory stating that people are influenced in their behavior choices (motivation) through the comparison of relative input\outcome ratios. People compare the ratio of their input (efforts) with outcome |rewards| to others’ ratios to see it equity exists.
- Executive support system (ESS)
A computer – based information system that supports decision making and effective functioning at the top level of an organization.
- Expatriates
Individuals who are not citizens of the countries in which they are assigned to work.
- Expectancy theory
A motivation theory stating that a person’s behavior is influenced by the value of the rewards, the relationship of the rewards to the performance necessary, and the effort required for performance
- Expense budget
An operating budget that documents expenses during the budget period.
- Expert system (ES)
A computer-based that applies the substantial knowledge of an expert to help solve problems in a specific area
-Exporting
A means of entering international markets that involves an organization making a product in the home country and sending it overseas.
- External audit
A financial audit involving the review and verification of the fairness of an organization’s financial statements that is conducted by an independent auditor.
- External environment
The major forces outside the organization that have the potential of significantly impacting on the likely success of products or services.
- Extrinsic rewards
Rewards, such as bonuses, awards or promotions, that are provided by other.
- Facilities
The land, buildings, equipment and other major physical inputs that substantially determine productive capacity, require time to alter, and involve significant capital investment.
- Feedback
A term that generally denotes information about the results of actions; used in conjunction with system theory to signify information about results and organizational status relative to the environment. As applied to the job characteristics model of job design, specifies core job characteristics associated with the degree to which the job provides for clear, timely information about performance results; also used to indicate an element in the communication process that refers to the basic response of the receiver to the interpreted message in the communication process
- Feedback control
A control type based on timing that involves regulation exercised after a product or service has been completed in order to ensure that the final output meets organizational standards and goals.
- Financial budgets
Budgets that outline how an organisation is going to acuire its cash and how it intends to use the cash
- Financial statement
A summary of a major aspect of an organization’s financial status which is used as a financial control technique.
- Finished-goads inventory
The stock of items that have been produced and are awaiting sale or transit to a customer
-Feedforward control
A monitoring device or system designed to detect and to anticipate deviations from standards at various point throughout ongoing processes
- First-line managers
Managers at the lowest level of the hierarchy who are directly responsible for the work of operating (no managerial) employees syn first-line supervisors
- Fixed costs
Costs unconnected to and separate from the costs of manufacturing a product or selling it
-Flat structure
A structure that has few hierarchical levels and wide spans of control
-Flexible manufacturing system (FMS)
A manufacturing system that used computers to control machines and the production process automatically so that different types of parts or product configurations can be handler on the same production line.
-Flextime
An alternative work schedule that specifies certain core hours when individuals are expected to be on the job and then allows flexibility in starting and quitting times as long as individuals work the total number of required hours per day.
-Forming
A stage of group development in which group members attempt to assess the group rules that will apply to a task and to group interaction
-Framing
A decision-making bias that involves the tendency to make different decisions depending on how a problem is presented
- Franchise
A continuing arrangement between a franchiser and a franchisee in which the franchiser’s knowledge, image, manufacturing or service expertise, and marketing techniques are made available to the franchisee in return for the payment of various fees or royalties and conformity to standard operating procedures.
-Franchisee
An individual who purchase a franchise and, in the process, is given an opportunity to enter a new business hopefully with an enhanced chance of success.
- Free riders
Individuals who engage in social loafing, thus benefiting from the work of the group without bearing their proportional share of the costs involved.
- Functional authority
Authority over specific activities which are undertaken by personnel in other departments
- Functional group
A formal group consisting of a manager and all subordinates that report to that manager
- Functional managers
Managers who have responsibility for a specific, specialized area of the organization and supervise mainly individuals with expertise and training in that specialized area.
- General managers
Managers who have responsibility for a whole organization or a substantial sub-unit that includes most of the common specialized areas within it.
- Game theory
A quantitative technique for facilitating decision making in situations of conflict among two or more decision makes seeking to maximize their own welfares.
- Gainsharing
A compensation system in which employees throughout an organization are encouraged to become involved in solving problems and are then given bonuses tied to organization tide performance improvements.
- Globalization
A strategy aimed at developing relatively standardized products with global appeal, as will as rationalizing operations throughout the world
-Goal
A major planning component that is a future target or end result that an organization.
- Goal commitment
A critical goal-setting element that involves one’s attachment to, or determination to reach a goal
- Government agencies
The element of the task environment that includes agencies that provide services and monitor compliance with laws and regulations at local, state or regional and national levels.
-Grand strategy
A master strategy that provides the basic strategic direction at the corporate level.
- Grapevine
The communication system of the informal organization. It carries both rumors and messages.
Another term for informal communication
- Group
Two or more interdependent individuals who interact and influence each other in collective pursuit of a common goal.
- Group maintenance roles
Roles that do not directly address a task itself but, instead, help foster group unity, positive interpersonal relations among group members, and development of the ability of members to work effectively together
- Group task roles
Roles that help a group develop and accomplish its goals.
- Horizontal group
An informal group composed of individuals within the same work areas or on the same level of the formal organization.
- Groupthink
A phenomenon of group decision making in which cohesive groups tend to seek agreement about an issue at the expense of realistically appraising the situation
-Hackers
Individuals who are knowledgeable about computers and who gain unauthorized entry to, and sometimes tamper with, computer networks, and files of organizations with which they have no affiliation.
-Hand of government
A view of corporate social responsibility which argues that the interest of society are best served by having the regulatory hands of the law and the political process, rather than the invisible hand guide the results of corporations endeavors.
-H and of management
A view of corporate social responsibility which that corporations and their manager are expected to act in ways that protect and improve the welfare of society as a whole, as well as advance corporate economic interests
-Hardware
Physical computer equipment, including the computer itself and related devices.
-Harvest
A defensive strategy that entails minimizing investments while attempting to maximize short-run profits and cash flow, with the long-run intention of exiting the market.
-Human resource management (HRM)
The management of various activities designed to enhance the effectiveness of an organization’s work force in archiving organizational goals
- Human asset accounting
A control method that treats the money spent on and for employees as investments rather that expenses
- Human skill
The ability to interact with other people successfully. To understand, work with and relate to individuals and to groups of people.
- Idea champion
An individual who generates a new idea or believes in the value of a new idea and supports it in the face of numerous potential obstacles.
-Immoral management
An approach to managerial ethics that not only lacks ethical principles but is actively opposed to ethical behavior
- Import quota
A type of trade barrier in the form of a limit on the amount of a product that may be imported over a given period of time.
- Income statement
A financial statement that summarizes the financial results of company operations over a specified time period of time.
- Informal communication
Communication that takes place without regard to hierarchical or task requirements.
-Informal group
a group established by employees, rather that by the organization, in order to serve group members’ interests or social needs.
- Informal leader
An individual other that the formal leader, who emerges from the group as a major influence and is perceived by group members as a leader.
- Impersonal communication
Communication in which the participants do not interact directly.
- Induction
Providing a person entering a company with necessary information about the company.
-Information
Data that has been deliberately selected, processed and organized to be useful to an individual manager.
- Information centre
A centrally located group of hardware, software and information system professionals and which can be used to manager end-use computing.
-Information power
Power that results from access to and controlaver the distribution of important information about organizational operations and future plans.
- Information system
A set procedures designed to collect (or retrieve), process, store and disseminate information to planning, decision making, coordination and control.
-Infrastructure
The highways, railways, airports, sewage facilities, housing, educational institutions, recreation facilities and other economic and social amenities that signal the extent of economic development in an area and constitute an economic factor that influences the ability of organizations to conduct business in that area successfully.
- Initiating structure
The degree to which a leader defines his or her own role and the roles of subordinates in terms of achieving unit goals.
-Innovation
A new idea applied to initiating or improving a process, product or service.
-Inputs
The components of an organizational system that include the various human, material, financial, equipment and informational resources required to produce goals and services.
- Integration
The extent to which there is collaboration among departments that need to coordinate their efforts.
- Intellectual stimulation
A leadership factor that involves offering new ideas to stimulate followers to rethink old ways of doing things, encoring followers to look at problems from multiple vantage point, and fostering creative breakthroughs in obstacles that had seemed insurmountable.
- Interaction chart
A diagram that shows the informal interactions people have with one another at work.
-Interest
Areas of activity that capture your imagination and curiosity and have a special appeal.
- Interest group
An informal group created to facilitate employee pursuits of common concern.
- Internal audit
A financial audit involving a review of both financial statements and internal operating efficiency that is conducted by members of the organization.
- Internal environment
The general conditions that exist within an organization.
- International business
Profit-related activities conducted across boundaries.
- International management
Managing resources across national borders and adapting management principles and functions to the demands of foreign competition and environments.
- Interpersonal communication
Communication delivered in either a face-to-face or voice-to-voice method.
-Entrepreneur
Individuals who engage in entrepreneurial roles inside organizations.
- Entrepreneurship
The process of innovating within an existing organization.
- Intrinsic rewards
Rewards that are related to our own internal experiences with successful performance, such as feeling of achievement, challenge and growth.
- Inventory
A stock of materials that are used to facilitate production or to satisfy customer demand.
- Investment center
A responsibility center whose budgetary performance is based on return on investment.
- Invisible hand
A classical view of corporate social responsibility which holds that the entire social responsibility of a corporation can be summed up as “make profits and obey the law”.
- Iron law of responsibility
A law connected with the enlightened sell-interest argument which states that “in the long run, those who do not use power in a manure that society considers responsible will tend to lose it”.
- Issue management
The process of identifying a relatively small number of emerging social issue of particular relevance to the organization, analyzing their potential impact, and preparing an effective response.
-Item cost
An inventory cost that is the price of an inventory item itself.
-J ob analysis
A key activity in human resources planning that involves the systematic collection and recording of information concerning the purpose of a job, its major duties, the conditions under which it is performed, the contacts with other that performance of the job requires, and the knowledge, skills and abilities needed for performing the job effectively.
- Job-centered
A leadership approach in which leaders divide work into routine tasks, determine work methods, and closely supervise workers to ensure that the methods are follower and productivity standards are met.
- Job characteristics model
A model developed to guide job enrichment efforts that include consideration of core job characteristics, critical psychological states and outcomes.
- Job depth
An aspect of job design that addresses the degree to which individuals can plan and control the work involved in their jobs.
- Job description
A statement of the duties, working conditions, and other significant requirement associated with a particular job.
- Job design
An aspect of organization structure that involves the specification of task activities associated with a particular job.
- Job enlargement
A job design approach that involves the allocation of a wider variety of similar tasks to a job in order to make it more challenging.
- Job enrichment
Designing a job to provide more responsibility, control, feedback, and authority for decision making.
- Job evaluation
A systematic process of establishing the relative worth of jobs within a single organization in order to help establish pay differentials among jobs, it is the foundation of most major compensation systems.
-Job posting
An internal recruiting practice whereby information about job vacancies is placed in conspicuous places in an organization, such as or bulletin boards or in organizational newsletters.
- Job rotation
A job design approach that involves periodically shifting workers through a set of job in a planned sequence.
-Job scope
An aspect of job design that addresses the number of different tasks an employee performs in a particular job.
-Job sharing
An alternative work schedule in which two or more people share a single full-time job.
- Job simplification
A job design approach whereby jobs are configured so that jobholders have only a small number of narrow activities to perform
- Job specification
A statement of the skills, abilities, education and previous work experience that are required to perform a particular job.
- Joint venture
An agreement involving two or more organizations that arrange to produce a product or service jointly.
-Just-in-time (JIT) inventory control
An approach to inventory control that emphasizes having materials arrive jist as they are needed in the production process.
-Kanban
A subsystem of the GIT approach involving a simple parts-movement system that depends on cards and containers to pull parts from one work centre to another.
- Key Indicator management
A monitoring and control system using mutually agreed-upon key measures, represented visually and at regular intervals, to judge a manager’s or department’s progress or lack thereof.
- Kinetic behaviour
Nonverbal communication that includes body movements, such as gestures, facial expressions, eye movements and posture.
- Laissez-faire
Behavioral style of leaders who generally give the group complete freedom, provide necessary materials, participate only to answer questions and avoid giving feedback.
- Labour-management relations
The process through which employers and unions negotiate pay, hours of work and other conditions of employment; sign a contract governing such conditions for a specific period of time; and share responsibilities for administering the resulting contract.
- Labour supply
The element of the task environment that consist of those individuals who are potentially employable by an organization.
- Large-batch and mass production
A type of technology in which products are manufactured in large quantities, frequently on an assembly line.
- Lateral relations
An approach to horizontal coordination that involves coordinating efforts through communicating and problem solving with peers in other departments or units, rather referring most issues up the hierarchy for resolution.
- Leadership
The process of influencing the group or individual toward the accomplishment of goal setting or goal achievement.
-Leading
The management function that involves influencing other to engage in the work behaviours necessary to reach organizational goals.
- Legitimate power
Power that stems from a position’s placement in the managerial hierarchy and the authority vested in the position.
- Liaison role
A role to which s specific individual is appointed to facilitate communication and resolution of issues between two or more departments, thereby facilitating lateral relations.
-Licensing
A method of international entry that involves an agreement in which one organization gives limited rights to another to use certain of its assets, such as expertise, patent, copyrights or equipment, for an agree-upon fee or royalty.
- Life cycles
Predictable stage of development.
- Life-cycle theory
A theory which states that the leadership approach varies with the maturity of the individual. An employee’s maturity is viewed as his or her task-related ability and experience as well as willingness to accept responsibility.
- Limiting factors
Constraints managers work with that rule out potential alternatives.
-Line authority
Direct supervisory authority from superior to subordinate.
- Line departments
Departments established to meet the major objectives of the organization.
- Line position
A position that has authority and responsibility for achieving the major goals of the organization.
- Liner programming
A quantitative planning technique that attempts to determine the best way to allocate resources, when given the possible alternate uses for and limitations on resources.
- Linking pin
An individual who provides a means of coordination between command groups at two different levels by fulfilling a supervisory role in the lower-level command group and a subordinate role in the higher-level command group.
-Liquidation
A defensive strategy that entails selling or dissolving an entire organization.
-Management
The process of setting and achieving goals through the execution of five basic management activities which utilize human, financial and material resources
- Management information system (MIS)
A formal method of providing management with accurate and timely information in order for decision making and managerial functions and operations to be carried out effectively. It produces routine reports and often allows on line access to current and historical information.
-Managers
Those in positions of authority who make decisions to commit resources toward the achievement of goals.
-Management by objectives (MBO)
A process through which specific goals are set collaboratively for the organization as a whole and every unit and individual within it;
The goals are then used as a basis for planning, managing organizational activities, and assessing and rewarding contributions.
-Management by wandering around (MBWA)
A practice whereby managers frequently tour areas for which they are responsible, talk to various employees, and encourage upward communication.
- Managerial ethics
Standards of conduct and moral judgment used by managers of organizations in carrying out their business
- Market control
A managerial approach that relies on market mechanisms to regulate prices for certain clearly specified goods and services needed by an organization.
-Matrix structure
A type of departmentalization that superimposes a horizontal set of divisional reporting relationships onto a hierarchical functional structure.
- Mechanistic characteristics
The likely characteristics of firms operating in a stable environment such as high centralization of decision making, many rules and regulations, and mainly vertical communication channels.
- Medium
The method used in the communication process to convey the message to the intended receiver.
- Mega-environment
The segment of the external environment that reflects the broad conditions and trends in the societies within which an organization operates.
-Mentor
An individual who contributes significantly to the career development of the junior colleague or a peer.
-Merger
The combining of two or more companies into one organization and thus a means of implementing growth strategies.
- Message
The encoding-process outcome which consists of verbal and nonverbal symbols that have been developed to convey meaning to the receiver.
- Middle managers
Managers beneath the levels of the hierarchy who are directly responsible for the work of other managers below them.
- Mission
The formal statement about the central purpose behind the organizations existence- its reason to be.
- Mission statement
A broad declaration of the basic, unique purpose and scope of operations that distinguishes the organizations from others of its type.
- Mixed group
An informal group composed of persons in different work areas and at different levels of the formal organizations.
- Monitoring methods
Methods of quantitative forecasting that provide early warning signals of significant changes in established patterns and relationships so that managers can asses the likely impact and plan responses if necessary morals.
Concepts of right and wrong that form a system of principles upon which decisions can be based.
- Moral management
An approach to managerial ethics that strives to follow ethical principles and precepts.
- Motivations
The force that energizes behaviour, gives direction to behaviour and underlies the tendency to persist.
- Motivators
A type of factor that figures in the two factor theory of motivation that relates mainly to the content of the job (such as the work itself and feelings of achievement) and that can influence the degree of worker satisfactions are intrinsic to the job and offer satisfactions for.
- Multifocal strategy
A strategy aimed at achieving the advantages of worldwide integration whenever possible, while still attempting to be responsiveto important national needs.
- Multinational corporation (MNC)
An organization that engages in production or service activities through its own affiliates in several countries, maintains control over the policies of those affiliates, and manages from a global perspective.
- Multiple control systems
Systems that use two or more of the feed-forward, concurrent, and feed- back control processes and involve several strategic control points.
-Needs
Physical or psychological conditions in humans that act in stimuli for behaviour until satisfactions for them have been provided or achieved needs analysis.
An assessment of an organisation’s training needs that in developed by considering overall organizational requirements, tasks associated with jobs for which training is needed, and the degree to which individuals are able to perform those effectively.
- Negotiating contracts
An approach to influencing the environment that involves seeking favourable agreements on matters of importance to the organisation.
- Network
A management of process element consisting of a set of cooperative relationships with individuals whose help is needed in order for a manager to function effectively.
- Network diagram
A diagram constructed as a step in setting up that constitutes a graphic depiction of the interrelationships among the activities in a project.
- Neutralizers
Situational factors that make it impossible for a given leader behaviour to have an impact on subordinate performance and /or satisfaction.
- New venture
An enterprise that is in the process of being created by an entrepreneur.
- New venture teams
Temporary task forces or teams made up of individuals who have been releaved of their normal duties in order to develop a new process, product or program.
- New venture units
Either separate divisions or specially incorporated companies created for the specific purpose of developing new products or business ideas and initiatives.
- Node
An indication of the beginning and/ or ending of activities in a PERT network.
-Noise
Any factor in the communication process that interferes with exchanging messages and achieving common meaning.
- Nominal group technique (NGT)
A technique for enchancing group creativity that integrates both individual work and group interaction within certain ground rules.
- Noncrisis problem
A type of problem in managerial decision making involving an issue that requires resolution but doesn’t simultaneously have the importance and immediacy characteristics of a crisis.
- Nonverbal communication
Communication by means of elements and behaviours that are not coded into words.
- Norm
Any standard of conduct, or code, or pattern of behaviour perceived by a group to be important for its members to honour or to conform to.
-Norming
A stage of group development in which group members begin to build group cohesion, as well as develop consensus about norms for performing a task and relating to one another.
- Norms
A major group process factor involving expected behaviors sanctioner by the group that regulate and foster uniformity in member behavior normative decision – making models.
Models of decision making that attempt to prescribe how managers should make decisions.
- Normative leadership model
A situational leadership theory model that helps leaders assess important situation factors that affect the extent to which they should involve subordinates in particular decisions.
- Non-for-profit organization
An organization whose main purposes center on issues other than making profits.
- Objective
A goal or target that an individual or an organization intends to achieve through planning and plans.
- Objective performance appraisal
Appraisal system in which the criteria for performance and the rating scale are difened.
- Obsolescence
The condition in which a person or machine is no longer capable of performing to management’s expectations.
- Office automation system (OAS)
A computer –based information system aimed at facilitating communication and increasing the productivity of managers and office workers through document and message processing.
- Ombudsperson
Usually an executive operating outside the normal chain of command whose job is to handle issues involving hot-line-communicated employee grievances and warnings about serious ethical problems.
- On-line processing
An arrangement whereby data can be accessed and processed immediately.
-One-way communication
The communication that results when the communication process does not allow for feedback.
- Open system
A system that operates in continual interaction with its environment.
- Operating plan
A plan that focuses on the implementation or ongoing part of a manager’s planning responsibilities.
- Operating budget
A type of budget involving a statement that presents the financial plan for each responsibility centre during the budget period and reflects operating activities involving revenues and expenses.
- Operational control
A control type concerning mainly lower-level managers that involves overseeing the implementation of operating plans, monitoring day-to-day results and taking corrective action when required.
- Operational goals
Targets or future end results set by lower management that address specific measurable outcomes required from the lower levels.
- Operational plans
The means devised to support implementation of tactical plans and achievement of operational goals; such plans are usually developed by lower management in conjunction with middle management.
- Operations management
The management of the productive process that convert inputs into goods and services, the name also given to the function or field of expertise that is primarily responsible for managing the production and delivery of an organisation’s products and services.
- Opportunity problem
A type of problem in managerial decision- making involving a situation that offers a strong potential for significant organizational gain if appropriate actions are taken.
- Orchestrator
A high-level manager who articulates the need for innovation, provides funding for innovating activities, creates incentives for middle managers to sponsor new ideas, and protects idea people.
- Ordering cost
An inventory cost that is comprised of the expenses involved in placing an order (such as paperwork, postage and time).
- Organic characteristics
The likely characteristics of firms operating in a highly unstable environment, such as decentralization of decision making, few rules and regulations, and both hierarchical and lateral communication channels.
- Organization
1) A group of two or more people that exists and operates to achieve clearly stated, common goals.
2) The result of the organizing process; it consists of a whole made up of unified parts (a system), acting in harmony to execute tasks to achieve goals, in an effective and efficient manner.
- Organization chart
A visual representation of the way in which an entire organization and each of its parts fit together.
- Organizing
The management activity that determines the work activities to be done, classifies and groups that work, assigns the activities and delegates authority to do the work, and designs a hierarchy of decision- making relationships.
- Organization structure
The formal pattern of interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals.
- Organizational climate
The psychological environment or personality of an organization in which people must work.
- Organizational culture
A system of shared values, assumptions, beliefs, and norms that unite the members of an organization.
- Organizational cultural change
An intervention involving the development of a corporate culture that is closely connected with organizational strategies and other factors, such as structure.
- Organizational development (OD)
The long –range program for systematic renewal of an organization, based on an analysis of organizational problems.
A change effort that is planned, focused on an entire organization or a large subsystem, managed from the Top, aimed at enhancing organizational health and effectiveness, and based on planned interventions.
- Organizational learning
The “how” behind the attempts by organizations and their managers to integrate new ideas into established systems to produce better ways of doing things.
-Organizational problems
Discrepancies between a current state or condition and what is desired.
- Organizational social responsibility
The obligation of an organization to seek actions that protect and improve the welfare of society along with its own interests.
- Organizational termination
The process of ceasing to exist as an identifiable organization.
- Orientation
Bringing a person into the specific working environment with emphasis on socialization, the specific work and the work environment.
- Outputs
The components of an organizational system that include the products, services, and other outcomes produced by the organization.
- Overconfidence
The tendency to be more certain of judgments regarding the likelihood of a future event than one’s actual predictive accuracy warrants.
- Overcontrol
The limiting of individual job autonomy to such a point that it seriously inhibits effective job performance.
- Panic
A reaction preventing effective decision-making in which individuals become so upset that they frantically seek a way to solve a problem.
- Participative
A leader behaviour identified in-path-goal theory that is characterized by consulting with subordinates, encouraging their suggestions and carefully considering their ideas when making decisions.
- Path-goal theory
A situational leadership theory that attempts to explain how leader behaviour impacts the motivation and job satisfaction of subordinates.
- Pay back analysis
Evaluation of investment alternatives by comparing the length of time necessary to pay back their initial costs.
- Pay survey
A survey of the labour market to determine the current rates of pay for benchmark or key jobs which is used to address the issue of external equity (compensation).
- Payoff
The amount of decision –maker value associated with a particular decision alternative and future condition in a payoff table.
- Payoff table
A quantitative decision-making aid consisting of a two – dimensional matrix that allows a decision maker to compare how different future conditions are likely to affect the respective outcomes of two or more decision alternatives.
- Perception
The process that individuals use to acquire information from the environment.
- Performance appraisal
A formal structured system designed to measure an employee’s actual performance against designated performance standards.
The process of defining expectations for measuring, evaluating and recording employee performance relative to those expectations, and providing feedback to the employee.
- Performing
A stage of group development in which energy is channeled toward a task and in which norms support teamwork.
- Personal power
A form of need for power in which individuals want to dominate others for the sake of demonstrating their ability to wield power.
- Plan
A major planning component that is the means devised for attempting to reach goal.
-Planning
The management function that involves setting goals and deciding how best to achieve them.
- Planning mode
An approach to strategy formulation that involves systematic comprehensive analysis along with integration of various decisions and strategies.
- Planning staff
A small group of individuals who assist top-level managers in developing the various components of the planning process.
- Planned change
Change that involves actions based on a carefully thought –out process for change that anticipates future difficulties, threats and opportunities.
- Plant closings
A generic term that refers to shutting down operations at a factory or nonfactory site either permanently or for an extended period of time (an issue connected with a corporation’s responsibility to employees).
- Point factor method
A job evaluation approach in which points are assigned to jobs on the basis of the degree to which the jobs contain selected compensable factors.
-Policy
Broad guidelines to aid managers at every level in making decisions about recurring situations or function.
- Political risk
The probability of the occurrence of political actions that will results in loss of either enterprise ownership or significant benefits from conducting business.
- Population ecology model
A view of the organization –environment interface that focuses on populations or groups of organisations and argues that environmental factors cause organisations with appropriate characteristics to survive and others to fail.
- Portfolio strategy approach
A corporate-level strategy approach that involves analyzing an organisation’s mix of businesses in terms of both individual and collective contributions to strategic goals.
-Power
The capacity to affect the behaviour of others.
A person’s ability to influence results. It comes from expertise, charisma or ability to reward or coerce; or from formal position.
- Prevention control
Monitoring devices or systems designed to establish conditions that will make it difficult or impossible for deviations from standards to occur.
-Problem
The difference between a desirable situation and what actually happens- the «what is» compared with the «what should be».
- Procedure
Plans that answer the question “how to do something”.
A standing plan that involves a prescribed series of related steps to be taken under certain recurring circumstances.
- Process consultation
An intervention concerned with the interpersonal relations and dynamic operating in work groups.
- Process layout
A type of facilities layout having a production configuration in which the processing components are grouped according to the type of function that they perform.
- Product divisions
A form of divisional structure involving divisions created to concentrate on a single product or service or at least a relatively similar set of products or services.
- Product layout
A type of facilities layout having a production configuration in which the processing components are arranged in a specialized line along which the product or client passes during the production process.
- Productivity
The measurement of the amount of input needed to generate any given amount of output. It is the basic measurement of the efficiency of businesses.
- Professional bureaucracy
A strong group of professionals operating at the lower levels, low formalization and emphasis on standardization of skills.
-Profit budget
An operating budget that focuses on the profit to be derived from the difference between anticipated revenues and expenses.
- Profit centre
A responsibility centre whose budgetary performance in measured by the difference between revenues and costs, in other words, profits.
-Profitability ratios
Financial ratios that help measure management’s ability to control expenses and earn profits through the use of organizational resourses.
-Program
A single-use plan for solving a problem or accomplishing a group of related activities needed to reach a goal.
-Program Evaluation Review Technique (PERT)
A network method of production scheduling that assigns four possible completion times to activities: the optimistic, the most likely, the pessimistic, and the expected time. The latter time is based on a probability analysis of the other three time estimates.
A network planning method for managing large projects.
-Programmed decisions
Managerial decisions made in routine, repetitive, well- structured situations through the use of predetermined decision rules.
-Project
A single –use plan that coordinates a set of limited –scope activities that do not need to be divided into several major projects in order to reach a major nonrecurring goal.
- Project managers
Managers who have responsibility for coordinating efforts involving individuals in several different organizational units who are all working on a particular project.
-Projection
The tendency of an individual to assume that others share his or her thoughts, feelings and characteristics.
-Promotion
Movement by a person into a position of higher pay and greater responsibilities.
-Prospect theory
A theory explaining certain decision-making biases which posits that decision makers find the prospect of incurring an actual loss more painful than giving up the possibility of a gain.
- Public relations
An approach to influencing the environment involving the use of communications media and related activities to create a favourable overall impression of the organization among the public.
-Punishment
A type of reinforcement in behaviour modification that involves providing negative consequences in order to decrease or discourage a behaviour.
-Purchasing
A primary operating system used in operations management that is involved with acquiring necessary goods or services in exchange for funds or other remuneration.
-Quality
The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
- Quality circle (QC)
A small group of employees who meet periodically to solve quality problems related to their jobs.
A general planning technique involving workers and their supervisors in determining ways to improve methods, reduce waste and costs, and improve quality.
- Qualitative forecasting
A type of forecasting aimed primarily at predicting long-term trends in technology and other important aspects of the environment.
-Quantitative forecasting
A type of forecasting that relies on numerical data and mathematical models to predict future conditions.
-Questionable payments
An international social responsibility issue concerning business payments that raise significant ethical questions of right or wrong either in the host nation or in other nations.
-Queuing models / or waiting line models
An operations research technique used to assist managers in deciding what length of waiting line or queue would be preferable.
Mathematical models that describe the operating characteristics of queuing situations in which service is provided to persons or units waiting in line.
-Ratio
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