bureaucratic control Evident when rules,

regulations, policies, and standard operating

procedures are used to control the behavior of
organizational members
clan control Evident when shared values, norms,
and expectations are used to control the behavior
of organizational members
conceptual skills The ability to think about
complex and broad organizational issues; These
skills enable managers to understand how the
individual parts of the organization fit together to
serve the organization as a whole, and how the
organization fits into its larger environment
controlling Ensuring that the actions of
organizational members are consistent with the
organizations values and standards
courage A virtue that involves acting in hopes of
correcting unjust structures; Evident when
someone promotes change initiatives that have the
potential to improve overall happiness even if this
might threaten ones own status
effectiveness Choosing the right overarching
organizational goals to pursue; Draws attention to
the fact that managers, like anyone who makes
decisions that affect other people, have moral
obligations
efficiency Increasing the level of output that is
achieved with a given level of inputs
first-line supervisors Those leaders who manage
the work of organizational members who are
involved in the actual production or creation of an
organizations products or services
human skills The ability to work well with other
people and groups, and include skills in leadership,
motivation, interpersonal communication, and
conflict management
ideal-type Describes a pure model or approach at
a theoretical extreme that helps to orient peoples
thinking and practices
information systems Tools that help to identify,
collect, organize, and disseminate information
inputs The human, material, and information
resources that an organization takes in from the
environment
instrumental skills Human skills used to get other
people to meet your own interests or the interests
of the organization
justice A virtue that justifies organizations, holds
them together, and ensures that everyone
connected with an organization is treated fairly
leading Relating with others so that their work
efforts result in the achievement of organizational
goals
mainstream management Characterized by its
primary emphasis on materialist-individualist well-
being
management The process of planning, organizing,
leading, and controlling human and other
organizational resources in order to effectively
achieve organizational goals
market control Evident when competition is used
to control the behavior of organizational members
middle managers Those leaders who manage the
work of first-line managers and others
millennial-generation Students who were born in
the period 1982-2001
minimizer strategy Provides desired goods and
services in a way that limits different kinds of costs
(e.g., financial, social, ecological)
multistream management Characterized by its
emphasis on multiple forms of well-being for
multiple stakeholders
organization A goal-directed, deliberately-
structured group of people working together to
achieve results
organizing Ensuring that tasks have been
assigned; A structure of organizational relationships
created to facilitate meeting organizational goals
outputs The goods, services, and other resources
that an organization puts into the environment
planning Identifying an organizations goals and
strategies, and allocating the appropriate
organizational resources required to achieve them
practical wisdom A virtue that fosters the capacity
for deliberation and action to obtain what is good
for the community, especially by asking insightful
questions, evaluating real-world management
situations, and applying relevant knowledge;
Prudence
relationship skills Skills used to deepen
connections between people and to participate in
collaborative creative efforts
self-control A virtue that helps individuals
overcome impulsive actions, self-serving use of
their power, and greediness; Temperance
stakeholder Any group or person within or outside
an organization who is directly affected by the
organization and has a stake in its performance
strategic learning Using insights from an
organizations actual strategy to improve its
intended strategy
technical skills Expertise in a particular field, such
as marketing, accounting, computer software
development, or international trade agreements
top managers Those leaders who have
organization-wide managerial responsibilities (e.g.,
CEOs, Vice-Presidents, and Board Chairs)
transformer strategy Provides desired goods and
services in a way that redeems what were
previously discarded or underappreciated
resources (e.g., waste, pollution)
value chain The sequence of activities needed to
convert an organizations inputs (e.g., raw
materials, new employees) into outputs (e.g.,
products and services)
bounded rationality Recognizes that the
management decision-making process is limited by
a lack of complete information and limited cognitive
ability when processing information
Bureaucracy (Also known as macro approach to
organizing) A rational way of organizing based on
formal rules, a clear division of labor, and legitimate
authority for managers
closed system A perspective on organizations that
looks at managing activities as though the
organization were a self-contained and self-
sufficient unit
contingency theory A sub-field of management
theory that suggests there is a fit between
organizational structures and systems, technology,
and the larger environment
co-operative An organization that is owned and
democratically run directly by its members
dominant coalition The subgroup
of an organizations members (usually managers)
that makes its strategic decisions
Entropy The natural tendency for a system to fail
because it is unable to acquire the inputs and
energy it requires to survive
Fair Trade A system of international trade that is
based on dialogue, transparency, and respect, and
that benefits producers in poorer countries,
consumers in richer countries, and Earth
Gantt chart A bar graph that managers use to
schedule and allocate resources for a production
job; It identifies various stages of work that need to
be completed, sets deadlines for each stage, and
monitors the process
Hawthorne effect Indicates that workers
performance will improve if workers are given
positive attention by managers
Householding An economic system organized
around the principle of being a good steward of
resources for the sake of the family or larger
community
human relations movement Focuses on
managerial actions that will increase employee
satisfaction in order to improve productivity
Industry A subset of organizations that can be
grouped together because they are active in the
same branch of the economy or society (e.g., the
automobile industry, the fast-food industry, the
education sector, and the social services sector)
Institutionalization Certain practices or rules are
seen as valuable in and of themselves, even
though they may no longer be rational for the
organization
iron cage Max Webers metaphor for the force that
causes people to live and work in a world where
materialist-individualist goals trump other forms of
well-being, where maximizing financial self-
interests overwhelms other considerations, and
where this is seen as a natural fact of life
limited liability The concept (and resulting
legislation) that an organizations owners are not
liable for financial costs greater than the amount
they have invested in the organization
Macro approach to organizing (Also known as
bureaucracy) A rational way of organizing based on
formal rules, a clear division of labor, and legitimate
authority for managers
management science A sub-field of management
that aids in planning and decision-making by
providing sophisticated quantitative techniques to
help managers make optimal use of organizational
resources
mechanistic structure An organization structure
characterized by a relatively high level of
standardization, specialization, centralization, and
functional departmentalization
Micro approach to organizing (Also known as
scientific management) The rational study of tasks
and people in order to design and maximize the
productivity of individual jobs
open system A perspective that emphasizes an
organizations place in the larger environment and
its dependence on access to inputs (e.g., raw
materials, labor) and a market (e.g., customers) for
its outputs
operations management A form of applied
management science that uses quantitative
techniques to help managers make decisions that
allow organizations to produce goods and services
more efficiently
operations research A sub-field of management
science that emphasizes mathematical model
building
organic structure An organization structure
characterized by a relatively low level of
standardization, specialization, centralization, and
by a divisional departmentalization
Reciprocity An economic system organized
around the principles of neighborliness and trading
with one another
Redistribution An economic system organized
around the principle that everyone should have
enough
scalar chain A management principle that says
organizations should have a chain of authority that
extends from the top to the bottom of its hierarchy,
and that includes every employee
scientific management (Also known as the micro
approach to organizing) The rational study of tasks
and people in order to design and maximize the
productivity of individual jobs
Scripts Learned frameworks that provide direction
for people by helping them to interpret and respond
to what is happening around them
social construction of reality Occurs when
something is perceived as an objective reality (e.g.,
a $100 bill), and people allow it to shape their
subsequent thinking and action, even though its
meaning has been created by humans and must be
constantly recreated by humans in order to exist
strategic choice theory Describes how managers,
influenced by their values, make three key
interrelated decisions regarding an organizations
performance standards, domain, and organization
design
Synergy Occurs when two or more systems are
more successful working together than they are
working independently
systems analysis An approach used to analyze
complex problems that cannot be solved by
intuition, straightforward mathematics, or simple
experience
systems theory A sub-field of management that
aids in planning and decision making by
highlighting managers unique responsibilities and
vantage points in overseeing the entire organization
time and motion studies Use of stopwatches and
ergonomic principles to design jobs to maximize
productivity
unity of command A principle of management that
states that each organizational employee reports to
only one superior
unity of direction A principle of management that
states that managers and employees should be
guided by a single plan of action
acquisitive economics: Refers to managing
property and wealth in such a way as to
maximize the short-term monetary value for
owners
customers: The stakeholders who consume an
organizations product and service outputs
documentational capitalism: Characterized by
an emphasis on detailed contracts, public
financial reports, and management independence
and rights
ecological footprint: Refers to how many of
Earths natural resources, measured in acres, are
required to sustain human consumption and to
absorb the resulting waste
economic environment: Refers to how financial
resources are used and distributed within a
specific region or country
macro environment: Contains four dimensions
that managers must deal with at the regional or
national level: socio-cultural, natural, political-
legal, and economic-technological environments
members: Employees and volunteers who work
for or belong to an organization
natural environment: A component of the
macro environment that includes all living and
non-living things that have not been created by
human technology or human activity
owners: Stakeholders who make the basic
decisions as to what an organization is and does,
and are responsible for the creation and
overarching governance of the organization
political-legal environment: Includes both the
prevailing philosophy and objectives of the
various levels of government, as well as existing
laws and regulations
relational capitalism: Characterized by an
emphasis on relational contracts, the long-term
reputations of organizations, and
interdependence and rights of stakeholders
socially responsible investing (SRI): Using
criteria of social or environmental principles to
make investment decisions
socio-cultural environment: The norms,
customs, and values of a general population and
its demographic sub-groups
sustainable development: Development that
meets the needs of the present without
compromising the ability of future generations to
meet their own needs
sustenance economics: Refers to managing
property and wealth in such a way as to increase
the long-term overall well-being for owners,
members, and other stakeholders
task environment: Contains four key groups of
stakeholders that managers need to pay
attention to: customers, members, owners, and
other organizations (e.g., suppliers and
competitors)
technology: The combination of equipment
(e.g., computers, machinery, tools) and skills
(e.g., techniques, knowledge, processes) by
which the acquisition, design, production, and
distribution of goods and services can be
managed
think-tank: An organization that conducts
research to inform and influence areas like social
and public policy, technology, and defense
administrative inertia: Describes what happens
when existing structures and systems persist
simply because they are already in place
continuous improvement: Making many small,
incremental improvements on an ongoing basis
to how things are done in an organization
decision: A choice that is made from a number
of available alternatives
escalation of commitment: Occurs when a
manager perseveres with the implementation of
a poor decision despite evidence that it is not
working
framing: Presenting ideas and alternatives in a
way that has an influence on the choices that
people make
goal consensus: The level of agreement among
members about which goals the organization
should pursue
programmed decisions: Involve choosing a
standard alternative in response to
recurring organizational problems or
opportunities
information distortion: Refers to the tendency
to overlook or downplay feedback that makes a
decision look bad, and instead focus on feedback
that makes the decision look good
intuition: Refers to making decisions based on
tacit knowledge, which can be based on
experience, insight, hunches, or gut feelings
nonprogrammed decisions: Involve developing
and choosing among new alternatives in
situations where programmed alternatives have
not yet been developed or are not appropriate
risk: The likelihood that an alternative chosen by
decision makers will result in a negative outcome
satisficing: Evident when managers accept an
adequate response to a problem or opportunity,
rather than make the effort to develop an optimal
response
uncertainty: Evident when decision makers do
not know what outcomes to expect with choosing
a particular alternative
change-oriented goals and plans: Describe
new initiatives and changes to be made in an
organizations practices
contingency plans: Set out in advance how
managers will respond to possible future events
that could disrupt the organizations existing
plans
crises: Events that have a major effect on the
ability of organizational members to carry out
their daily tasks (e.g., a natural disaster, an
economic recession)
goals: The desired results or objectives that
members in an organization are pursuing
goal displacement: Occurs when people get so
focused on specific goals that they lose sight of
more important overarching goals
mission statement: Identifies the fundamental
purpose of an organization as well as what an
organization does, whom it serves, and how it
differs from similar organizations
ongoing goals and plans: Guide the
organizations continuing activities that are
consistent with the basic purpose of the
organization
to achieve goals
operational goals: Outcomes to be achieved by
an organizational department, workgroup, or
individual member
operational plans: The steps and actions that
will help to meet short-term goals (usually with a
timeline of a year or less)
performance standards: Goals that
subordinates are expected to meet
plans: Describe the steps and actions that are
required
policies: Provide guidelines for making decisions
and taking action in various situations
procedures: Outline the specific steps that must
be taken when performing certain tasks
rules and regulations: Prescribed patterns of
behavior that guide everyday work tasks
standardization: The process of developing
uniform practices for organizational members to
follow in doing their jobs
standing operating procedures: Outline
specific steps that must be taken when
performing certain tasks
standing plans: Provide guidance for activities
that are performed repeatedly
stretch goal: A goal so difficult that people must
think outside the box in order to achieve it
vision statement: Describes what an
organization is striving to become