Managers and Managing
Ethics and Decision Making
Planning & Strategy
Management Science
Organizational Structure
100
The ability to analyze and diagnose a situation and distinguish between cause and effect.
What is conceptual skills.
100
The quandary people find themselves in when they have to decide to act against their own self interest.
What is ethical dilemma.
100
Duration of a plan.
What is time horizon.
100
Decisions that have been made so many times in the past that managers have developed rules to apply when the situation arises.
What is programmed decision making.
100
Increasing the number of different tasks in a given job by changing the division of labour.
What is job enlargement.
200
Managers lead by example, encouraging employees to take risks and experiment.
What is innovative culture.
200
Formal standards and rules based on beliefs about right or wrong that managers use to make decisions.
What is code of ethics.
200
Written instructions describing the exact series of actions that should be followed in a specific situation.
What is standard operating procedure.
200
Searching for and choosing acceptable ways to respond to problems and opportunities rather than trying to make the best decision.
What is satisficing.
200
An organizational structure composed of separate business units within which are functional units.
What is divisional structure.
300
Office parties, company cookouts, and shared announcements of organizational success reinforce common bonds.
What is rites of integration.
300
Disregard for social responsibility or a willingness to engage in and cover up unethical and illegal behaviour.
What is obstructionist approach.
300
A technique managers use to analyze the potential profitability of entering and competing in an industry.
What is Porter's 5 Forces model.
300
The tendency for people to overlook important information that bears on the decision-making process.
What is bounded awareness.
300
An organization whose members are linked by technology and who rarely meet in person.
What is boundaryless organization.
400
The ways in which managers evaluate and take actions to improve performance.
What is controlling.
400
A manager who works inside an organization and notices opportunities to develop new or improved products and better ways to make them.
What is intrapreneur.
400
Strategy to serve only 1 segment of the market and be the most differentiated organization serving that segment.
What is focused differentiation.
400
Errors that managers repeatedly make that result in poor decision-making.
What is systemic errors.
400
The responsibility to increase coordination and integration across departments to achieve performance gains.
What is integrating role.
500
The process by which newcomers learn an organization's values and norms.
What is organizational socialization.
500
Tendency to seek information that will prove rather than disprove a manager's ideas.
What is confirmation bias.
500
Arrangements in which firms compete vigorously with one another while also cooperating in specific areas to achieve economies of scale.
What is co-opetition.
500
The tendency of decision makers to overestimate their ability to control activities and events.
What is illusion of control.
500
Two structures managers can use to organize and control activities to respond to a firm's external environment.
What are mechanistic and organic structures.
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