Understanding Final

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Author:
hluke34
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121731
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Understanding Final
Updated:
2011-12-07 22:34:53
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Understanding Individiual Organization
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Comp final review
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  1. The multiplier effect
  2. Challenges for
    managers today
  3. Principle functions of management
  4. Levels of management
  5. Areas of management
  6. Resources used by managers
  7. Types of managerial roles
  8. Principle skills of a manager
  9. People-centered practices
  10. Classical management viewpoints/theories
  11. Behavioral management viewpoints/theories
  12. Quantitative
    viewpoints/theories
  13. Contemporary management viewpoints/theories
  14. Perspectives among international managers
  15. How companies expand internationally
  16. Principal economic systems
  17. Barriers to international trade
  18. Organizations promoting international trade
  19. Hofstede’s cultural dimensions
  20. GLOBE Project’s cultural dimensions
  21. How organizations respond to uncertainty
  22. The adaptive cycle
  23. Fundamentals of planning
  24. Levels of management and types of planning
  25. SMART goals
  26. Types of goals
  27. Management by objectives
  28. The planning/control cycle
  29. The project life cycle
  30. Strategic positioning
  31. Establishing the grand strategy
  32. SWOT analysis
  33. Porter’s five competitive forces
  34. Porter’s four competitive strategies
  35. The product life cycle
  36. Single product vs. a diversification strategy
  37. BCG matrix
  38. Forecasting
  39. Programmed decisions
  40. Non-programmed decisions
  41. Decision making styles
  42. The rational making decision process
  43. Nonrational decision making models
  44. Explicit knowledge
  45. Tacit knowledge
  46. Evidence-based management
  47. Business analytics
  48. Advantages of group decision making
  49. Disadvantages of group decision making
  50. Participative management
  51. Group problem solving techniques
  52. Decision making biases
  53. Instrumental vs. terminal values
  54. A values model of work-family conflict
  55. Components of an attitude
  56. Ajzen’s Theory of Planned Behavior
  57. Cognitive dissonance
  58. The “Big Five” personality dimensions
  59. Locus of control
  60. Self-monitoring
  61. Self-efficacy
  62. Emotional intelligence
  63. Emotions in the workplace
  64. Distortions in perception
  65. Causal attributions
  66. Performance evaluations and perceptual errors
  67. The General Adaptation Syndrome
  68. The Contemporary Model of Stress
  69. The Model of Occupational Stress
  70. Sources of job-related stress
  71. Personality and stress
  72. The Model of Burnout
  73. Reducing stress and coping strategies
  74. Motivational approaches/theories
  75. Intrinsic vs. extrinsic motivation
  76. Non-monetary ways to motivate employees
  77. Organizational functions fulfilled by formal
    groups
  78. Individual functions fulfilled by formal groups
  79. When does a work group become a team
  80. Types of teams
  81. Tuckman’s five-stage theory of group/team
    development
  82. Tuckman’s theory of group decay
  83. Why work teams fail
  84. Cohesiveness
  85. Roles
  86. Norms
  87. Functional conflict
  88. Dysfunctional conflict
  89. Ways to stimulate functional conflict
  90. Conflict handling styles
  91. The communication process
  92. Media richness
  93. Barriers to effective communication
  94. Gender-related communication differences
  95. Formal communication channels
  96. Informal communication channels
  97. Improving communication effectiveness through
    the active listening process
  98. Negotiation approaches/models
  99. Layers of diversity
  100. Trends that have focused more attention on
    workplace diversity
  101. Diversity and competitiveness
  102. Why more women haven’t been promoted to
    upper-level management
  103. Intergenerational work conflict
  104. Underemployment
  105. The two approaches to diversity and the work
    environment
  106. Barriers and challenges to managing diversity
  107. Morrison’s diversity initiatives
  108. The multicultural organization

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