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Flashcards

GUIA DE ADMINISTRACION

SHIREL YARETZI PERALES MUNOZ Spanish 169 cards

Cards in this deck (169)

  1. 1Situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrongEthical issue
  2. 2The moral principles and standards that guide behavior in the world of business.Business ethics
  3. 3Principles, rules, and values people use in deciding what is right or wrongMoral philosophy
  4. 4The ethical system stating that all people should uphold certain values that society needs to function.Universalism
  5. 5Ethical principles established by international executives based in Caux, Switzerland, in collaboration with business leaders from Japan, Europe, and the United States.Caux Principles
  6. 6living and working together for the common good, allowing cooperation and mutual prosperity to coexist with healthy and fair competitionKyosei
  7. 7concerns the value of each person as an end, not a means to the fulfillment of others’ purposesHuman dignity
  8. 8An ethical system defining acceptable behavior as that which maximizes consequences for the individualEgoism
  9. 9An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers.Utilitarianism
  10. 10Philosophy that bases ethical behavior on the opinions and behaviors of relevant other peopleRelativism
  11. 11Classification of people based on their level of moral judgment.Virtue ethics
  12. 12Perspective that what is moral comes from what a mature person with “good” moral character would deem right.Kohlberg’s model of cognitive moral development
  13. 13An act passed into law by Congress in 2002 to establish strict accounting and reporting rules in order to make senior managers more accountable and to improve and maintain investor confidenceSarbanes-Oxley Act
  14. 14In an organization, the processes by which decisions are evaluated and made on the basis of right and wrongEthical climate
  15. 15Danger Signs1.Excessive emphasis on short-term revenues over longer-term considerations.
    2.Failure to establish a written code of ethics.
    3.A desire for simple, “quick fix” solutions to ethical problems.
    4.An unwillingness to take an ethical stand that may impose financial costs.
  16. 16One who is both a moral person and a moral manager influencing others to behave ethically.Ethical leader
  17. 17Company mechanisms typically designed by corporate counsel to prevent, detect, and punish legal violations.Compliance-based ethics programs
  18. 18Company mechanisms designed to instill in people a personal responsibility for ethical behaviorIntegrity-based ethics programs
  19. 19realizing the issue has ethical implicationsMoral awareness
  20. 20knowing what actions are morally defensibleMoral judgment
  21. 21the strength and persistence to act in accordance with your ethics despite the challengesMoral character
  22. 22Behaving ethically requires not just moral awareness and moral judgment but also moral character, including the courage to take actions consistent with your ethical decisionsCourage
  23. 23Obligation toward society assumed by business.Corporate social responsibility (CSR)
  24. 24To produce goods and services that society wants at a price that perpetuates the business and satisfies its obligations to investors.Economic responsibilities
  25. 25To obey local, state, federal, and relevant international lawsLegal responsibilities
  26. 26Meeting other social expectations, not written as law.Ethical responsibilities
  27. 27Additional behaviors and activities that society finds desirable and that the values of the business support.Philanthropic responsibilities
  28. 28An education with five higher goals that balance self-interest with responsibility to others Empathy, generativity, mutuality, civil aspiration, intolerance of ineffective humanityTranscendent education
  29. 29Contrasting ViewsFirst - holds that managers act as agents for shareholders and, as such, are obligated to maximize the present value of the firm
    Second - managers should be motivated by principled moral reasoning
  30. 30Goal is the creation of sustainable economic development and improvement of quality of life worldwide for all organizational stakeholdersEcocentric management
  31. 31Economic growth and development that meet present needs without harming the needs of future generationsSustainable growth
  32. 32A process of analyzing all inputs and outputs, though the entire “cradle-to-grave” life of a product, to determine total environmental impactLife-cycle analysis (LCA)
  33. 33Consequences of a Global Economy1.Expansionof international trade
    2.Foreign direct investment (FDI) is playing an ever-increasing role in the global economy
    3.Imports are penetrating deeperinto the world’s largest economies
    4.Companies are finding their home markets under attack from foreign competitors
  34. 34Consequences of a Global Economy-Opportunities are greater
    -Environment is more complex and competitive
  35. 35Contracting with an outside provider to produce one or more of an organization’s goods or services.Outsourcing
  36. 36Moving work to other countries.Offshoring
  37. 37Factors to Consider for Offshoring-What is the competitive advantage of the products they offer?
    -Is the business in its early stages?
    -Can production savingsbe achieved locally?
    -Can the entire supply chain be improved?
  38. 38The global economy is dominated by countries in three regions:North America, Western Europe,and Asia
  39. 39is integrating economicallyto form the biggest market in the worldEurope
  40. 40An economic pact that combined the economies of the United States, Canada, and Mexico into the world’s largest trading blocNorth American Free Trade Agreement (NAFTA)
  41. 41consists of a company’s overseas subsidiaries and characterized by centralized decision making and tight control by the parent company over most aspects of worldwide operationsGLOBAL model
  42. 42-characterized by centralizing certain functions in locations that best achieve cost economies -basing other functions in the company’s national subsidiaries to facilitate greater local responsiveness -fostering communication among subsidiaries to permit transfer of technological expertise and skills.TRANSNATIONAL model
  43. 43consists of the subsidiaries in each country in which a company does business, with ultimate control exercised by the parent company.MULTINATIONAL model
  44. 44composed of a company’s overseas subsidiaries and characterized by greater control by the parent company over the research function and local product and marketing strategies than in the multinational model.INTERNATIONAL model
  45. 45Advantages of exporting:-Provides scale economies by avoiding the costs of manufacturing in other countries
    -Consistent with a pure globalstrategy
  46. 46an arrangement by which a licensee in another country buys the rights to manufacture a company’s product in its own country for a negotiated fee (typically, royalty payments on the number of units sold)International licensing (entry mode)
  47. 47the company sells limited rights to use its brand name to franchisees in return for a lump-sum payment and a share of the franchisee’s profits.Franchising (entry mode)
  48. 48Joint ventures benefit a company through (Entry mode)-the local partner’s knowledgeof the host country’s competitive conditions, culture, language, political systems, and business systems
    -the sharing of developmentcosts and/or risks with the local partner.
  49. 49Parent-company nationals who are sent to work at a foreign subsidiaryExpatriates
  50. 50Natives of the country where an overseas subsidiary is locatedHost-country nationals
  51. 51Natives of a country other than the home country or the host country of an overseas subsidiary.Third-country nationals
  52. 52Skills of the Global Manager-15% of all employee transfers are to internationallocations
    -Failure rate ranges from 20%-70%
  53. 53-the number of expatriate managers of an overseas operation who come home early -communication is key to reducing the failure rateFailure rate
  54. 54The tendency to judge others by the standards of one’s group or culture, which are seen as superiorEthnocentrism
  55. 55The disorientation and stress associated with being in a foreign environment.Culture shock
  56. 56the extent to which a society accepts the fact that power in organizations is distributed unequallyPower distance
  57. 57the extent to which people act on their own or as a part of a group.Individualism/collectivism
  58. 58the extent to which people in a society feel threatened by uncertain and ambiguous situations.Uncertainty avoidance
  59. 59the extent to which a society values quantity of life over quality of lifeMasculinity/femininity
  60. 60A foreign national brought in to work at the parent company.Inpatriate
  61. 61-The pursuit of lucrative opportunities by enterprising individuals. -creating new systems, resources, or processes to produce new goods or services and/or serve new marketsEntrepreneurship
  62. 62A business having fewer than 100 employees, independently owned and operated, not dominant in its field, and not characterized by many innovative practices.Small business
  63. 63A new business having growth and high profitability as primary objectives.Entrepreneurial venture
  64. 64Individuals who establish a new organization without the benefit of corporate sponsorship.Entrepreneur
  65. 65New-venture creators working inside big companies.Intrapreneurs
  66. 66An entrepreneurial alliance between a franchisor (an innovator who has created at least one successful store and wants to grow) and a franchisee (a partner who manages a new store of the same type in a new location)Franchising
  67. 67Charging fees for goods and services.Transaction fee model
  68. 68Charging fees to advertise on a site.Advertising support model
  69. 69Charging fees for site visits.Subscription model
  70. 70Charging fees to bring buyers and sellers togetherIntermediary model
  71. 71Charging fees to direct site visitors to other companies’ sites.Affiliate model
  72. 72Protected environments for new, small businessesBusiness incubators
  73. 73Sale to the public, for the first time, of federally registered and underwritten shares of stock in the companyInitial public offering (IPO)
  74. 74A description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea into a viable business, and your source(s) of capital.Opportunity analysis
  75. 75A formal planning step that focuses on the entire venture and describes all the elements involved in starting it.Business plan
  76. 76People’s judgment of a company’s acceptance, appropriateness, and desirability, generally stemming from company goals and methods that are consistent with societal valuesLegitimacy
  77. 77A competitive advantage in the form of relationships with other people and the image other people have of youSocial capital
  78. 78A project team designated to produce a new, innovative product.Skunkworks
  79. 79Informal work on projects, other than those officially assigned, of employees’ own choosing and initiative.Bootlegging
  80. 80The tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or servicesEntrepreneurial orientation
  81. 81The reporting structure and division of labor in an organizationOrganization chart
  82. 82the organization is composed of many different units that work on different kinds of tasks, using different skills and work methods.Differentiation
  83. 83sets of actions to be taken when a company’s initial plans have not worked well or if events in the external environment require a sudden changeContingency plans
  84. 84A target or end that management desires to reach: Specific, measurable, attainable, relevant, time-bound - SMARTGoal
  85. 85A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under considerationSituational analysis
  86. 86conscious, systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future.Planning
  87. 87Model of organizational decision making in which groups with differing preferences use power and negotiation to influence decisions.Coalitional model
  88. 88Model of organizational decision making depicting a chaotic process and seemingly random decisionsGarbage can model
  89. 89A less-than-perfect form of rationality in which decision makers cannot be perfectly rational because decisions are complex and complete information is unavailable or cannot be fully processedBounded rationality
  90. 90Model of organizational decision making in which major solutions arise through a series of smaller decisionsIncremental model
  91. 91A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.Brainstorming
  92. 92A person who has the job of criticizing ideas to ensure that their downsides are fully explored.Devil’s advocate
  93. 93A structured debate comparing two conflicting courses of action.Dialectic
  94. 94Issue-based differences in perspectives or judgments.Cognitive conflict
  95. 95Emotional disagreement directed toward other people.Affective conflict
  96. 96A phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensusGroupthink
  97. 97A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges.Goal displacement
  98. 98A bias weighting short-term costs and benefits more heavily than longer-term costs and benefits.Discounting the future
  99. 99People’s belief that they can influence events, even when they have no control over what will happenIllusion of control
  100. 100A decision bias influenced by the way in which a problem or decision alternative is phrased or presented.Framing effects
  101. 101A process in which a decision maker carefully executes all stages of decision makingVigilance
  102. 102Achieving the best possible balance among several goalsOptimizing
  103. 103Choosing an option that is acceptable, although not necessarily the best or perfectSatisficing
  104. 104A decision realizing the best possible outcomeMaximizing
  105. 105Involves determining the value or adequacy of the alternatives that were generated Which solution will be the best?Evaluating alternatives
  106. 106New, creative solutions designed specifically for the problemCustom-made solutions
  107. 107Ideas that have been seen or tried beforeReady-made solutions
  108. 108The state that exists when the probability of success is less than 100 percent and losses may occuRisk
  109. 109New, novel, complex decisions having no proven answers.Nonprogrammed decisions
  110. 110Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.Programmed decisions
  111. 111The set of important assumptions about the organization and its goals and practices that members of the company share.Organizational culture
  112. 112Strategies that an organization acting on its own uses to change some aspect of its current environment.independent strategies
  113. 113Strategies used by two or more organizations working together to manage the external environment.Cooperative strategies
  114. 114Creating supplies of excess resources in case of unpredictable needs.Buffering
  115. 115Leveling normal fluctuations at the boundaries of the environment.Smoothing
  116. 116Stay within a stable product domain as a strategic maneuverDefenders
  117. 117Continuously change the boundaries of their task environment by seeking new products and markets, diversifying and merging, or acquiring new enterprisesProspectors
  118. 118A firm sells one or more businessesDivestiture
  119. 119One or more companies combine with anotherMergers
  120. 120One firm buys anotherAcquisitions
  121. 121Occurs when a firm invests in a different product, business, or geographic areaDiversification
  122. 122Entrance to a new market or industry with an existing expertiseDomain selection
  123. 123An organization’s conscious efforts to change the boundaries of its task environmentStrategic maneuvering
  124. 124The process of comparing an organization’s practices and technologies with those of other companies.Benchmarking
  125. 125Method for predicting how variables will change the futureForecasting
  126. 126A narrative that describes a particular set of future conditions: Best-case, worst-caseScenario development
  127. 127Information that helps managers determine how to compete better.Competitive intelligence
  128. 128Searching out information that is unavailable to most people and sorting that information to interpret what is important and what is not.Environmental scanning
  129. 129The number of issues to which a manager must attend as well as the interconnectedness of these issuesEnvironmental complexity
  130. 130The degree of discontinuous change that occurs within an industryEnvironmental dynamism
  131. 131Lack of information needed to understand or predict the futureEnvironmental uncertainty
  132. 132Purchase products in their finished formFinal customers
  133. 133Purchase raw material or wholesale products before selling them to final customersIntermediate customers
  134. 134provide resources or inputs needed for productionSuppliers
  135. 135fixed costs buyer face if they change suppliersSwitching costs
  136. 136Managing the network of facilities and people that obtain materials from outside the organization, transform them into products, and distribute them to customerSupply chain management
  137. 137Products or services that increase purchases of other productsComplementary
    Products
  138. 138alternative products or servicesSubstitutes
  139. 139Conditions that prevent new companies from entering an industry: Capital requirements, restrictive distribution channelsBarriers to entry
  140. 140Competition is most intense when:- There are many direct competitors
    - Industry growth is slow
    - Product/service is not easily differentiated
  141. 141Societal trends regarding how people think and behave have major implications for management of the labor force, corporate social actions, and strategic decisions about products and markets.Social Issues
  142. 142Demographic trends:- Growth of the labor force
    - Increasing education and skill levels
    - Immigration
    - Increased numbers of women in the workforce
    - Increasingly diverse workforce
  143. 143Goods and services organizations take in and use to create products or services.Inputs
  144. 144The products and services organizations create.Outputs
  145. 145All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economyExternal environment
  146. 146The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like.Competitive environment
  147. 147The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations.Macroenvironment
  148. 148What things affects managers ability to function effecctively- The economic environment
  149. 149What things affect the availability and cost of capital, growth opportunities, prices, costs, and consumer demand for products.Interest and inflation rates
  150. 150create new products, advanced production techniques, and better ways of managing and communicatingTechnological advances
  151. 151Measures of various characteristics of the people who make up groups or other social unitsDemographics
  152. 152Organizations that are affected by, and that affect, their environment.Open systems
  153. 153Common Practices of Successful Executives- They ask “What needs to be done?” rather than “What do I want to do?”
    - They write an action plan. They don’t just think, they do, based on a sound, ethical plan.
    - They take responsibility for decisions.
  154. 154The skills of understanding yourself, managing yourself, and dealing effectively with others.Emotional intelligence
  155. 155Goodwill stemming from your social relationshipsSocial capital
  156. 156Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members.Conceptual and decision skills
  157. 157The ability to perform a specialized task involving a particular method or processTechnical skill
  158. 158Lower-level managers who supervise the operational activities of the organizationFrontline managers
  159. 159Senior executives responsible for the overall management and effectiveness of the organization.Top-level managers
  160. 160Managers located in the middle layers of the organizational hierarchy, reporting to topl evel executives.Middle-level managers
  161. 161A typical day for a manager is not neatly divided into the four functionsªDays are busy and fractionated, and spent dealing with interruptions, meetings, and firefighting
  162. 162The Functions of Managemen:-Leading
    - stimulating people to be high performers
    -Controlling
    - monitoring performance and making needed changes.
  163. 163assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goalsOrganizing
  164. 164Systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursuePlanning
  165. 165Practices aimed at discovering and harnessing an organization’s intellectual resourcesªKnowledge management
  166. 166Workers whose primary contributions are ideas and problem-solving expertiseªKnowledge workers
  167. 167is about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people’s expertise, skills, wisdom, and relationships.ªKnowledge management
  168. 168A firm must:-adapt to changes in consumer demands and to new competitors.
    - be ready with new ways to communicate with customers and deliver the products to them.
  169. 169—

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Flashcards on GUIA DE ADMINISTRACION, created by SHIREL YARETZI PERALES MUNOZ on 27/09/2023.
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