Management and Organizations Overview

Businesses operating internationally in multiple countries, often called multinational enterprises (MNEs) or multinational corporations (MNCs).

Companies that operate worldwide but aren't tied to one specific country.

Large multinational corporations in industrialized nations benefit more from globalization than smaller local companies.

The positive or negative effects a foreign business can have on a country it operates in.

A way for domestic multinationals to reduce taxes by purchasing firms in lower-tax countries.

Illegal actions taken by people to gain personal benefits in business.

Employing children for work that is usually done by adults.

Businesses with poor working conditions, very low wages, and long hours.

Shared beliefs, values, and behaviors within a group of people.

The ability to understand and adapt effectively to people from different cultures.

Cultures that do one task at a time, focusing on schedules and punctuality.

Cultures that work on many different things at once, prioritizing relationships and flexibility.

The study of how people use space to communicate.

A culture with strong and clear social norms.

A culture with relaxed and less clear-cut social norms.

The acceptance of unequal power distribution in a society.

The emphasis on individual accomplishments versus group accomplishments.

A classical management approach focusing on improving efficiency through detailed analysis of work processes.

The mistaken assumption that a cultural value applies to everyone in that culture.

Skills needed to succeed in cross-cultural situations

The combined brainpower and shared knowledge of an organization's employees, a strategic asset used to transform human creativity into performance

Personal talents or job-related capabilities.

Effort in applying skills and talents to crucial tasks.

Workers whose creativity and insights are critical assets to an employer.

Interdependence of resource flows, product markets, and business competition worldwide.

Shifting jobs from one country to another due to globalization.

Shifting manufacturing and jobs back to the country of origin from overseas.

Moral guidelines for conduct determining what is right and wrong.

Oversight of management decisions by a company's board of directors.

Composition of a workforce in terms of gender, age, and other factors.

Negative opinions and attitudes towards diverse groups.

Invisible barrier preventing women and minorities from top jobs.

Organization with a core of full-time workers supported by contracted and part-time employees.

Systems that transform environmental inputs into product outputs.

Using resources effectively to meet customer needs & produce quality products.

Quantity and quality of outputs relative to input costs, involving effectiveness and efficiency.

A concise statement that describes an organization's reason for existing in society.

Individuals and groups who are directly affected by an organization's actions and achievements. This includes customers, employees, shareholders, suppliers, and government agencies.

Fundamental beliefs that guide an organization's behavior and decision-making. They define what is considered right and wrong.

The predominant value system shared by all members of an organization. It reflects the company's atmosphere, norms, and work practices.

A strategic planning tool that analyzes an organization's internal strengths and weaknesses, as well as external opportunities and threats.

The degree to which a society feels comfortable with ambiguity and risk.

The degree to which a society values assertiveness and achievement versus nurturing and relationships.

Analyzing and optimizing the movements in a task to eliminate unnecessary actions and improve efficiency.

Planning and anticipating the future needs and actions of the organization.

Mobilizing and coordinating the resources needed to achieve the organization's goals.

Leading, selecting, and directing employees effectively to achieve organizational goals.

Integrating various activities and ensuring communication and problem-solving throughout the organization.

Monitoring and evaluating performance to ensure plans are implemented and corrective actions are taken.

A clear and uninterrupted line of communication from the top to the bottom of the organization.

An employee receives orders from only one supervisor.

All activities with the same objective should be under the authority of one person.

A form of organization characterized by rationality, efficiency, and formal rules and procedures.

The tendency of individuals to modify their behavior when they know they are being observed.

Assumption that employees are lazy, dislike work, and need to be closely supervised and controlled.

Assumption that employees are motivated, creative, and seek responsibility.

Purchasing materials, components, or services from suppliers in multiple countries.