Acceptance theory of authority Achievement - culture Adaptability - culture Behavioral sciences approach Characteristic of Weberian bureaucracy

Chester Bernard Compensatory justice

Conceptual skill Consistency culture Contingency approach Control Conventional Culture Developing and developed countries Discretionary responsibility. Distributive justice

Division of work Domain of free choice Domestic stage Economic responsibility. Effectiveness. Efficiency. Entropy. Ethical domain Ethical responsibility. Ethics Ethnocentrism Euro Exchange rate

Export agreement Franchising Gantt chart GATT

General environment dimensions Global stage Greenfield venture agreement Hofstedes factors

Human relations movement Human skill Humanist view International stage Involvement Joint Venture Justice approach. Leadership Leadership styles Legal domain Legal responsibility. License agreement Management roles Management science perspective Managerial skills Moral rights Most favored nation clause Multinational stage

NAFTA Organization Organize Participative view Plan Post-conventional Pre-conventional Procedural justice Quantitative management approach

Scalar chain Scientific management movement Stateless stage Sustainability Synergy Systems theory Task Environment Technical skills Theory X/ Theory Y Time and motion study Types of managers Unity of command Unity of direction Universalist view Utilitarian approach. Wholly owned foreign affiliate

A managers authority rests on his or hers subordinates acceptance of his or her right to give orders and to expect the subordinates compliance with them. a result-oriented culture that values competitiveness, personal initiative, and achievement a culture that is characterized by values that support a company's ability to interrupt and translate signals from the environment into new behavior responses Behavioral science is the study of relationships and social systems and can be applied to the work place. 1. division of labor with clear definitions of authority and responsibility 2. positions organized in a hierarchy of authority 3. managers subject to rules and procedures that will ensure reliable, predictable behavior 4. management separate from the ownership of the organization 5. administrative acts and decisions are recorded in writing 6. personal selected and promoted based on technical qualifications said that informal relationships can help the organization if properly managed the concept that individuals should be compensated for the cost of their injuries by the party responsible and also that individuals should not be held responsible for matters that they could not control. the cognitive ability to see the organization as a whole and the relationship among its parts a culture that values the rewards a methodical, rational, orderly way of doing things. a model of leadership that describes the relationship between leadership styles and specific organizational situations. the management function concerned with monitoring employees activities, keeping that organization on track toward its goals, and making corrections as needed lives up to the expectations of others. Fulfills duties and obligations of social system. Upholds the law the set of key values, beliefs, understanding, and norms that members of an organization shares. organizational responsibilities that is voluntary and guided by the organization 's desire to make social contributions not mandated by economics, law, or ethics the concept that different treatment of people should not be based on arbitrary characteristics. In the case of substantive differences, people should be treated differently in proportion to the differences among them managerial work and techinical work are amenable to specialization to produce more and better work with the same amount of effort pertains to behavior about which the law has no say and for which an indiviual or organization enjoys complete freedom When the business as a whole is completely under one nation its responsibility is to produce the goods and services that society wants and to maximize profits for its owners and shareholders the degree to which the organization achieves a stated goal The use of minimal resources - raw materials, money, and people - to produce a desired volume output The ignoration of problems within a organization that results in the business falling apart a code of moral principles and values that govern the behaviors of right and wrong a company's necessity to recognize people in organizations have divergent views about right and wrong the code of moral principles that governs the behaviors of a person or group with respect to what is right or wrong a cultural attitude marked by the tendency to regard one's own culture as superior to others a single European curre3ncy that replaced the currencies of 16 European nations. the rate at which one country's currency is exchanged for another country's currency

all nations get best deal offered by a given country an arrangement by which the owner of a product or service allows others to purchase the right to distribute the product or service with help from the owner a bar graph that measures planned and completed work along each stage of production by time elapsed signed by 23 nations, started out as rules to ensure nondiscrimination, clear procedures, the negotiation of disputes, and the participation of lesser developed countries in international trade. It is now a permanent global insititution that can monitor international trade and has legal authority to arbitrate disputes on some 400 trade issues. the layers of the external environment that affects the organization indirectly xports inccrease, company usually adopts a multi-dometic approach The most risky type of direct investment, whereby a company builds a subsidiary from scratch in a foreign country 1. Power Distance - perception of how much power you have 2. Uncertainty Avoidance - tolerance to something being unstructured 3. Individualism and Collectivism - how tightly knit of a social framework 4. masculinity/femininity - achievement/heroism/assertiveness vs. relationship/cooperation/group decision making a movement in management thinking and practice that emphasizes satisfaction of employee's basic needs as the key to increased worker production the ability to work with and through other people and to work effectively as a group member a management perspective that emerged near the late nineteenth century and emphasizes understanding human behavior, needs, and attitudes in the workplace. portion of external environment that represents events originating in foreign countries as well as opportunities for U.S. companies in other countries a culture that places high value on meeting the needs of employees and values cooperation and equality a variation of direct investment in which an organization shares costs and risks with another firm to build a manufacturing facility, develop new products, or set up a sales and distribution network the ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality the ability to influence people toward the attainment of organizational goals task oriented leadership vs people oriented leadership the dimension of the general environment that includes federal, state, and local government regulations and political activities designed to influence company behavior defines what society deems as important with respect to appropriate corporate behavior a market entry strategy in which an organization in one country makes certain resources available to companies in another to participate in the production and sale of its products abroad Plan, Organize, Lead, Control uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems autonomy, self-confidence, need to achieve, tolerance for ambiguity, entrepreneurial struggle, power and influence the ethical concept that moral decisions are those that best maintain the rights of those people affected by them an organization that recieves more than 25% of its total sales revenues from operations outside the parent company's home country and has a number of distinct managerial characteristics

merged the U.S., Mexico, and Canada into a single market a social entity that is goal directed and deliberately structured assign responsibility for task accomplishment the degree to which an organization allow employees to share in the decion-making process a blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals follows self chose princpiles of justice and right. Aware that people hold different values and seeks creative solutions to ethical dilemmas. Balances concern for individual with concern for common good individuals are concerned with external rewards and punishments and obey authority to avoid detrimental personal consequences the ethical concept that rules should be clearly stated consistently and impartially enforced a management perspective that emerged after WWII and applies mathematics, statistical techniques, and other computer technology to facilitate management decision making, particularly for massive and complex problems. a chain of authority extends from the top to the bottom of the organization and should include every employee a subfield of the classical management perspective that emphasizes scientifically determined changes in management practices as the solution to improving labor productivity (Global Stage) transcend any single home country economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of future generations. the concept that the whole is greater than the sum of its parts Finding something that pertains to all types of systems the layer of the external environment that directly influences the organization's operations and performance the understanding of proficiency in the performance of specific tasks Theory X = people hate work, Theory Y = people enjoy work under right conditions Improvement upon output and upon working methods Idealist, Optimizers, Hard Workers, Jugglers, Sustainers (Chapter 6) each subordinate recieves orders from one and only one supervisor similar activites in an organization should be grouped together under one manager anything that works in one company will work in another the ethical concept that moral behaviors produce the greatest good for the greatest number a foreign subsidiary over which an organization has complete control

Developing and developed countries Entropy Ethical domain Ethical responsibility Exchange rate Export agreement Management roles Managerial skills Most favored nation clause Participative view Stateless stage Systems theory Theory X/ Theory Y Time and motion study Types of managers