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Chapter 1-5

GMS 200 Chapter Notes - Chapter 1-5: Total Quality Management, Glass Ceiling, Collaborative Software


Department
Global Management Studies
Course Code
GMS 200
Professor
Tsogbadral Galaabaatar
Chapter
1-5

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CHAPTER 1: The Dynamic New Workplace
Intellectual Capital: is the collective brainpower or shared knowledge of a workforce.
Knowledge Worker: is someone whose mind is a critical asset to employers.
Globalization: is the worldwide interdependence of resource flows, product markets, and business
competition.
Workforce Diversity: describes differences in gender, race, age , ethnicity among workers.
Prejudice: is the display of negative, irrational attitudes toward women or minorities.
Glass ceiling effect: is an invisible barrier limiting career advancement of women and minorities.
Ethics: set moral standards of what is "good" and "right" in one's behaviour.
Corporate Governance: is oversight of a company's management by a board of directors.
Open System: organizations interact with their environment to transform resources into product output.
Performance Effectiveness: is an output measure of task or goal accomplishment.
Performance Efficiency: is an input measure of resource costs associated with goal accomplishment.
people
money
materials
technology
Information
RESOURCE INPUT
Work
activities
turn
resources
into outputs.
TRANSFORMATIO
N PROCESS
Finished
goods and or
services.
PRODUCT
OUTPUTS

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Accountability: is the requirement to show performance results to one's immediate supervisor.
Quality of work life: is the overall quality of human experiences in the workplace.
TOP MANAGERS:guide
the performance of the
organization as a whole
or of one of its major
parts.
LINE MANAGERS:
contribute to the
production of the
organization's basic
goods or services.
GENERAL MANAGERS:
responsible for complex
multi-functional units.
ADMINISTRATOR: is a
manager in a public or
non-profit organization.
STAFF MANAGERS: use
special technical
expertise to advise and
suport line managers.
MIDDLE
MANAGERS:oversee the
work of large
departments or divisions.
PROJECT
MANAGERS:coordinate
complex projects with
task deadlines.
FUNCTIONAL
MANAGERS: responsible
for one area of activity
such as finance or
marketing or sales.
THE
MANAGEMENT
PROCESS
PLANNING: setting
performance
objectives and
deciding how to
achieve them
ORGANIZING:
arranging tasks,
people, and other
resources to
accomplish work
LEADING: inspiring
people to work hard
to achieve high
performance.
CONTROLLING:Measu
ring performance and
taking action to
ensure desired
results.

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Technical Skill: is the ability to use expertise to perform a task with proficiency.
Human Skill: ability to work well in co-operation with other people.
Conceptual Skill: is the ability to think analytically and solve complex problems.
Managerial Competency: is a skill-based capability for high performance in a management job.
Total Quality Management: is managing with commitment to continuous improvement, product quality,
and customer satisfaction.
CHAPTER 7: Information & Decision Making
Certain Environment: alternative courses of action and their outcomes are known to decision makers.
Risk Environment: Decision maker views alternatives and their outcomes in terms of probabilities.
Uncertain Environment: Decision maker doesn't know all alternatives and outcomes, even as
probabilities.
Information Systems: use IT to collect, organize and distribute data for use in decision making.
Groupware: is software that facilitates group collaboration and problem solving.
Expert Systems: allow computers to mimic the thinking of human experts for applied problem solving.
How do managers use information to make decisions?
Managerial advantages of IT utilization:
How a manager interacts with other people
figurehead
leader
liaison
INTERPERSONAL
ROLES
How a manager exchanges and processes information
Monitor
Disseminator
Spokesperson
INFORMATIONAL
ROLES
How a manager uses information in decision making
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
DECISIONAL
ROLES
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