Herbert Simon’s concept that managers attempt to make rational decisions, but their thinking is constrained by human limitations

Ideas concerning the management of organizations arising from pioneers such as Taylor, Fayol, Weber, and Mooney and Reiley, together with emerging concepts identified with the scientific management approach

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     A system in which there is no interaction of the elements with the outside environment

  A management theory that emphasizes matching a structured or flexible management style to the organizations environment, its technology, the tasks to be performed and the types of employees

 The division of work so that each person performs a limited number of tasks (specialized tasks); first used early in the Industrial Revolution

     Basic elements of managements as originally identified by Henri Fayol, consisting of planning, organizing, command, coordination and control

  A series of research studies at the Hawthorne plant of Western Electric company that focused a spotlight on the importance of the human factor in productivity

    Approach involving a basic belief that people posses and want to make a greater use of their talents and capabilities and that if allowed to do so, performance and satisfaction will increase

   Recent approaches to management that include systems theory and contingency approaches and emphasize a consideration of a wide range of factors

  Quantitative or mathematical approaches to managerial problems, especially those requiring specific decisions

   Highly structures traditional approach, which may be better suited to stable external environments, highly repetitive tasks, and employees with considerable training

    A system in which there is interaction of the elements with the outside environment

    A flexible, employees-centered management approach that seems better suited for rapidly changing and complex environments, non-repetitive tasks, and employees with considerable training and competence

   Approach developed by Fredrick Taylor focusing on basic principles for improving performance, such as studying jobs by using objective measurements in order to determine the one best way, selecting the best persons for the job, training them in the most efficient methods, and providing sufficient monetary incentive to those performing the work.

  A set of techniques in which various potential combinations of variables can be mathematically manipulated in advance of actual decisions to determine the possible effects of changes in one or more variables

The process of assembling and using sets of resources in a goal directed manner to accomplish tasks in an organized setting

     An interconnected set of individuals and groups who attempt to accomplish common goals through differentiated functions and their coordination

     Systematically integrating resources to accomplish tasks

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   Key distinguishing feature of the OD approach to organizational change that focuses on new forms of behavior and new relationships

  An individual responsible for implementing change efforts; can be either internal or external to the organization

     A small group involved in intense discussions of the positive and negative features of products or services

     A set of structured activities or action steps designed to improve an organization

    A group of supporters who are favorably inclined toward change and can influence others toward change

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     Approach to organizational change that has a strong behavioral and people orientation, emphasizing planned strategic, long range efforts focusing on people and their interrelationships in organizations.

   Exhibited by an organization that is skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights

     A concept of organizational change that proposes a goal of flexibility and capability for continual change

     Involves a fundamental redesign of business processes to achieve dramatic improvements

     A group of individuals participating in organizational development sessions away from the workplace; also called a basic skills training group

Having to make a choice between two competing but arguable valid options.

  Decision that is contrary to an individual’s stated beliefs and policies of the company.

Focuses on the consequences of an action, Action that results in the greatest good

Focuses on examination of the moral standing of actions independent of their consequences. Choose the action that conforms with moral principles and provides positive consequences.

Choosing a course of action that you believe can apply to all people under all situations. Choose a course of action that you believe can apply to all people under all situations and that you would also want applied to yourself.

focuses on how equitably the costs and benefits of actions are distributed.

the equitable distribution of rewards and punishment, based on performance

   ensuring that those affected by managerial decisions consent to the decision making process and that the process is administered impartially.

If distributive and procedural justice fail, those hurt by the inequitable distribution of rewards are compensated. Affirmative Action

the degree to which people see an issue as an ethical one.

the anticipated level of impact of the outcome of a given action

The extent to which members of a society agree that an act is either good or bad

the moral intensity of an issue rises and falls depending on how likely  people think the consequences are

the physical, psychological and emotional closeness the decision maker feels to those affected by the decision.

  The extent to which consequences are focused on a few individuals or dispersed across many.

The concept that a manager’s responsibility is to maximize profits for the owners of the business.

An indirect or unintended consequence imposed on society that may not be understood or anticipated

to maximize the return to the shareholders

 a privilege granted to corporations by society, not by shareholders.

 Fight efforts that they see as resulting in greater restriction and regulation of their ability to maximize profits, seeking legal loopholes and operate at the edge of the law.

Makes changes when they feel pressure from constituencies is sufficient such that nonresponsiveness could have a negative economic impact on the firm.

believe that they are obligated to a variety of stakeholders- customers, employees, shareholders, etc..not to harm them independent of lawas or pressures that restrict or regulate their actions. Avoid Law and avoid harming constituencies.

a formal settlement that outlines types of behavior that are and are not acceptable

a law prohibiting employees of U.S. firms from corrupting the actions of foreign officials, politicians, or candidates for office.

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     The extent to which identity is a function of the group to which an individual belongs (e.g. families, firm members, community members, etc.) and the extent to which group members are expected to look after each other

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 The degree to which a situation influences behavior or perception o the appropriateness of behaviors

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   Manufacturing products in a firm’s home country and shipping them to a foreign market

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    The extent to which people in a country value masculine or feminine traits

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    The flow of goods, and services, capital (money) and knowledge across country borders

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Cultures where people pay close attention to the situation and its various elements

     The extent to which peoples’ identities are self oriented to take care of themselves and their immediate families

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     Cultures where contextual variables have much less impact on the determination of appropriate behaviors

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 The extent to which people accept power and authority differences among people

    Cooperative arrangements between two firms in which they agree to share resources to accomplish a mutually desirable goal

     the rapid development of trust in teams with positive and reciprocal communications about the team’s task activities

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     Terms that rely on electronically mediated communication

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     A model that assumes that people usually settle for acceptable rather than maximum options because the decisions they confront typically demand greater information-processing capabilities than they possess

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    A work group composed of employers from different departments, such as finance, marketing, operations, and human resources to work together on problem solving

    A process of specifying the nature of a particular problem or opportunity and selecting among available alternatives to solve a problem or capture an opportunity

 Step 1- identify problem/ opportunity

 Step 2- Develop objectives & criteria

  Step 3- Generate alternatives, past and new solutions

  Step 4- Analyze alternatives, (minimally acceptable results, feasibility, best results)

 Step 5- Select Alternative

 Step 6- Implement decision  (source, sequence, resources, delegation of tasks)

 Step 7- Evaluate results

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The tendency to exhibit greater levels of commitment to a decision as time passes and investments are made in the decision, even after significant information emerges indicating that the original decision was incorrect

The tendency for managers to let programmed activities overshadow non programmed actvites

that guides the search for alternatives into areas that have a high probability for yielding success   

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