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GMS 200 (309)
Midterm

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

7 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Shavin Malhotra

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1
GMS REVIEW
CHAPTER 1:
Intellectual Capital t collective brainpower to shared knowledge of a work
force
Knowledge Worker t someone whose mind is critical asset to employers
Globalization t worldwide interdependence of resource flows, product
markets and business competition
Workforce Diversity t describes differences in gender, race, age, ethnicity,
able-bodiness, religious affiliations and sexual orientation among workers
Prejudice t display of negative, irrational attitudes towards women or
minorities
Discrimination t actively denies women and minorities the full benefits of
organizational membership
Glass Ceiling Affect t invisible barrier limiting career advancement of
women and minorities
Ethics t set moral standards of what is good and right in ones behaviour
Corporate Governance t }À]PZ}(}uvÇ[uvPuvÇ}
of directors
What is an organization t collection of people working together in a
division of labour to achieve a common purpose
Open System t organizations interact with their environment to transform
resources into product outputs
Resource Inputs: people, money, materials, technology, information Æ
Transformation Process: work activities turn resources into output Æ
Product Outputs: finished goods or services
Î the environment supplies resources the organization creates
transformation process and the environment consumes product
outputs
Î opposite direction from output to input is customer and client
feedback
Productivity t quantity and quality of work performance with resource
utilization considered
Performance effectiveness t output measure of task or goal
accomplishment
Performance efficiency t input measure of resource costs associated with
goal accomplishment
** see Figure 1.2 on page 12 = Neither Effective nor Efficient (goals not
achieved, resources wasted), Effective but not efficient (no wasted
resources but goals not achieved), Efficient but not effective (goals
achieved but resources wasted), Effective and Efficient (no wasted
resources, goals achieved)
Total Quality Management t managing with commitment to continuous
improvement, product quality, and customer satisfaction
Levels of Management:
Manager t person that supports and is responsible for the work of others
Top Managers t guide the performance of the organization as a whole or of
one of its major parts
Middle Managers t oversee the work of large departments or divisions
Project Managers t coordinate complex projects with task deadlines
Team Leaders or Supervisors t report to middle managers and directly
supervise non-managerial workers
Capacities of Management
Line managers t ]oÇ}v]µ}Z}µ]}v}(Z}Pv]}v[
basic goods or services
Staff Managers t use special technical expertise to advise and support line
workers
Functional Managers t responsible for one area of activity such as finance,
marketing, production etc.
General Managers t responsible for complex multi-functional units
Administrator t manager in a public or non-profit organization
Accountability t µ]uv}Z}Á(}uvµo}}v[
immediate supervisor
Quality of life t overall quality of human experience in the work place
www.notesolution.com
2
**see figure 1.3 pg.13 organization as upside down pyramid top managers
supports team leaders and managers who support operating workers who
serve customers and clients who are ultimate beneficiaries of the
}Pv]}v[((}
Management t process of planning, organizing, leading and controlling use
of resources to accomplish performance goals
Planning t process of setting objectives and determining what should be
done to accomplish them
Organizing t process of assigning tasks, allocating resources, coordinating
work activities
Leading t process of arousing enthusiasm and inspiring efforts to achieve
goals
Controlling t process of measuring performance and taking action to
ensure desired results
Lifelong Learning t continuous learning from daily experiences
Skill t ability to translate knowledge into action that results in desired
performance
Lower Level Managers t need less conceptual skills, more human skills,
most technical skills
Middle Level Managers t need medium of each
Top Level Managers t need most conceptual skills, less human skills and
least technical skills
Technical Skill t ability to use expertise to perform a task with proficiency
Human skill t ability to work well in cooperation with other people
Emotional Intelligence t ability to manage ourselves and relationships
effectively
Conceptual Skill t ability to think analytically and solve complex problems
Managerial Competency t skill based capability for high performance in a
management job
In Class Notes
- open or closed systems can survive on its own means its closed,
otherwise open
- traditionally managers a people who plane direct and resources,
idea that people are unskilled and do not want to work
- new idea managers are people who directly support or helps
activate work efforts and performance accomplishments of others,
idea that if you hire the right people provide the right environment
and motivate/coach, that people want to work
- ]o[]v]ot most ineffective workers moved to where they
can do least damage to management
- Managerial work includes process (planning, organizing, leading,
controlling) pressure to increase performance
- Critical thinking UC Berkeley are the sexist? NO. because admissions
were based on percentagv}u}(o]vU^^]u}v[
W}Æ_
- can experts predict better, no better than average person while
picking stocks
- statistically the option with one requirement is a better chance
than the option with 2 requirements (Linda problem)
- types of thinking
x intuitive = fast, associative, automatic, effortless
x Systematic = slow, not associative, controlled, effort full
CHAPTER 4:
Competitive Advantage t allows an organization to deal with market and
environmental forces better than its competitors
General Environment t composed of cultural, economics, legal-political and
educational conditions
Economic Conditions t health of the economy in terms of inflation, income
levels, gross domestic product, unemployment and job outlook
Socio-cultural conditions t norms, customs and social values on such
matters as human rights, trends in education and related social institutions
as well as demographic patterns in society
Legal-Political conditions t prevailing philosophy and objectives of the
political party or parties running the government, as well as laws and
government regulations
Technological conditions t development and availability of technology,
including scientific advancements
www.notesolution.com

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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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