Quản trị kinh doanh - Chapter 11: Managing change and innovationPerformance gap = disparity between existing and desired performance levels. Current procedures are not up to standard New idea or technology could improve current performance
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Quản trị kinh doanh - Chapter 10: Designing adaptive organizationsFormal and legitimate right of a manager to make decisions and issue orders Allocate resources to achieve organizationally desired outcomes Authority is distinguished by three characteristics Authority is vested in organizational positions, not people Authority is accepted by subordinates Authority flows down the vertical hierarchy
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Quản trị kinh doanh - Chapter 9: Managerial decision makingAssumptions Decision maker operates to accomplish goals that are known and agreed upon Decision maker strives for condition of certainty – gathers complete information Criteria for evaluating alternatives are known Decision maker is rational and uses logic Normative = describes how a manager should and provides guidelines for reaching an idea...
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Quản trị kinh doanh - Chapter 8: Strategy formulation and implementationManagers ask such questions as. What changes and trends are occurring? Who are our customers? What products or services should we offer? How can we offer these products or services most efficiently?
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Quản trị kinh doanh - Chapter 7: Managerial planning and goal settingRationale for Decisions Learn what organization is trying to accomplish Make decisions to ensure that internal policies, roles, performance, structure, products, and expenditures will be made in accordance with desired outcomes Standard of Performance Serve as performance criteria Provide a standard of assessment
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Quản trị kinh doanh - Chapter 6: Managing small business start - UpsDefinition used by SBA detailed and complex, Independently owned and operated Not dominant in its field of operation Number of employees, depending on the industry Annual sales consideration, depending on the industry
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Quản trị kinh doanh - Chapter 5: Ethics and social responsibilityMoral behavior produces the greatest good for the greatest number Critics fear a “Big Brother” approach and ask if the common good is squeezing the life out of the individual Example – Oregon’s decision to extend Medicaid to 400,000 previously ineligible recipients by refusing to pay for high-cost, high-risk procedures
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Quản trị kinh doanh - Chapter 4: Managing in a global environmentInternational management is management of business operations conducted in more than one country Fundamental tasks do not change Basic management functions are the same - domestic or international Greater difficulties and risks when performing on an international scale
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Quản trị kinh doanh - Chapter 3: The environment and corporate cultureBy 2050 non-Hispanic whites will make up only about half of the population, down from 74% in 1995; and 69% in 2004 Baby boomer generation is aging and losing interest in high-cost goods. Generation Y, rival them in size, will soon rival them in buying power. The single father household is the fastest growing living arrangement, which rose 62% in ...
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Quản trị kinh doanh - Chapter 2: The evolution of management thinkingContributions Demonstrated the importance of compensation for performance. Initiated the careful study of tasks and jobs. Demonstrated the importance of personnel and their training. Criticisms Did not appreciate social context of work and higher needs of workers. Did not acknowledge variance among individuals. Tended to regard workers as un...
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