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GMS 200 (305)
Midterm

Review of chapters before midterm, combination of textbook and lecture notes

7 Pages
262 Views

Department
Global Management Studies
Course Code
GMS 200
Professor
Shavin Malhotra

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Description
GMS REVIEW Performance efficiency J input measure of resource costs associated with CHAPTER 1: goal accomplishment Intellectual Capital J collective brainpower to shared knowledge of a work ** see Figure 1.2 on page 12 = Neither Effective nor Efficient (goals not force achieved, resources wasted), Effective but not efficient (no wasted Knowledge Worker J someone whose mind is critical asset to employers resources but goals not achieved), Efficient but not effective (goals Globalization J worldwide interdependence of resource flows, product achieved but resources wasted), Effective and Efficient (no wasted markets and business competition resources, goals achieved) Workforce Diversity J describes differences in gender, race, age, ethnicity, able-bodiness, religious affiliations and sexual orientation among workers Total Quality Management J managing with commitment to continuous Prejudice J display of negative, irrational attitudes towards women or improvement, product quality, and customer satisfaction minorities Discrimination J actively denies women and minorities the full benefits of Levels of Management: organizational membership Manager J person that supports and is responsible for the work of others Glass Ceiling Affect J invisible barrier limiting career advancement of Top Managers J guide the performance of the organization as a whole or of women and minorities one of its major parts Ethics J set moral standards of what is good and right in ones behaviour Middle Managers J oversee the work of large departments or divisions Corporate Governance J }Z]2Z} }KL[ZKL2KL} Project Managers J coordinate complex projects with task deadlines of directors Team Leaders or Supervisors J report to middle managers and directly What is an organization J collection of people working together in a supervise non-managerial workers division of labour to achieve a common purpose Open System J organizations interact with their environment to transform Capacities of Management resources into product outputs Line managers J ] o }L]}Z} ]}L}Z}2L]]}L[Z Resource Inputs: people, money, materials, technology, information basic goods or services Transformation Process: work activities turn resources into output Staff Managers J use special technical expertise to advise and support line Product Outputs: finished goods or services workers the environment supplies resources the organization creates Functional Managers J responsible for one area of activity such as finance, transformation process and the environment consumes product marketing, production etc. outputs General Managers J responsible for complex multi-functional units opposite direction from output to input is customer and client Administrator J manager in a public or non-profit organization feedback Accountability J ]KL}ZZ}}KL ZoZ}}L[Z Productivity J quantity and quality of work performance with resource immediate supervisor utilization considered Quality of life J overall quality of human experience in the work place Performance effectiveness J output measure of task or goal accomplishment 1 www.notesolution.com**see figure 1.3 pg.13 organization as upside down pyramid top managers - traditionally managers a people who plane direct and resources, supports team leaders and managers who support operating workers who idea that people are unskilled and do not want to work serve customers and clients who are ultimate beneficiaries of the - new idea managers are people who directly support or helps }2L]]}L[Z}Z activate work efforts and performance accomplishments of others, idea that if you hire the right people provide the right environment Management J process of planning, organizing, leading and controlling use and motivate/coach, that people want to work of resources to accomplish performance goals - ]o[Z]L ]oJ most ineffective workers moved to where they Planning J process of setting objectives and determining what should be can do least damage to management done to accomplish them - Managerial work includes process (planning, organizing, leading, Organizing J process of assigning tasks, allocating resources, coordinating controlling) pressure to increase performance work activities - Critical thinking UC Berkeley are the sexist? NO. because admissions Leading J process of arousing enthusiasm and inspiring efforts to achieve were based on percentagZL}LK}o] LZ7^^]KZ}L[Z goals 9}_ Controlling J process of measuring performance and taking action to - can experts predict better, no better than average person while ensure desired results picking stocks Lifelong Learning J continuous learning from daily experiences - statistically the option with one requirement is a better chance Skill J ability to translate knowledge into action that results in desired than the option with 2 requirements (Linda problem) performance - types of thinking
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