| A | B |
|---|
| Advanced computer technology | allows workers to operate “virtual offices” (p. 197) |
| Agents | legal representatives who negotiate new contracts and endorsement agreements for professional athletes (p. 64) |
| Athletic directors for universities | manage budgets and sports programs (p. 204) |
| Authority | the right to make decisions about assigned work and to delegate assignments to others (p. 8) |
| Autocratic decision making | manager makes decisions alone without consulting anyone (p. 136) |
| Autocratic leaders | gives direct orders with detailed instructions (p. 222) |
| Autonomous teams | function as independently managed teams (p. 251) |
| Barriers | last condition faced by managers when making decisions (p. 139) |
| Barriers to entry | in order to prevent competition, organizations erect barriers to make it difficult for new firms to enter the industry (p. 270) |
| Benchmarking | a planning process whereby an organization learns from “best practices” within its industry or from other successful companies (p. 177) |
| Best practices | management and work processes that lead to superior performance (p. 271) |
| Boundary controls | expressed as codes of conduct; indicates to employees what can and cannot be done in an organization (p. 277) |
| Brainstorming | exposes a group to a problem and then allows them to generate ideas for a solution (p. 144) |
| Brainwriting | asks group members to review a problem situation and write ideas for a solution on a piece of paper (p. 145) |
| Brand marketing | the process of creating a perception that separates an organization from its competitors (p. 98) |
| Budget | a specific financial plan that assists managers in determining the best way to use available financial resources to reach goals (p. 81) |
| Business information management | uses technology, including the Internet, to effectively gather, organize, protect, and make information available to people in a form they can use (p. 7) |
| Business plan | outlines the mission, objectives, goals, strategies, and measures of an organization (p. 61) |
| Business strategies | strategies that focus on specific business within the corporate strategies (p. 162) |
| Capital goods | buildings, tools, machines, and other equipment used to produce goods or services (p. 88) |
| Capitalism | a free enterprise system that allows individuals to freely produce and distribute legal entertainment events (p. 88) |
| Career counseling | identifies jobs that are part of an employee’s career path and ultimately results in a career plan (p. 201) |
| Career development program | a long-term organizational plan that includes a career path, effective performance reviews, career counseling, and training and development (p. 201) |
| Career path | guides employees through a series of related jobs with increasing skill requirements and responsibility; a roadmap to a management position (p. 201) |
| Career plan | helps an employee gain a better understanding of the training and development needed to advance along a chosen career path (p. 201) |
| Career-level jobs | allow employees to control some of their work and make some decisions (p. 202) |
| Centralized organizations | a few top managers do all the major planning and decision making (p. 96) |
| College coaches | must have excellent time-management and planning skills and be aware of all NCAA rules (p. 204) |
| Communication | leaders must understand the importance of clear communication, both written and oral (p. 218) |
| Communism | an extreme form of socialism in which most national factors of production are owned by the government (p. 89) |
| Competition | the rivalry among sellers for consumers’ dollars (p. 88) |
| Competitive trends | competitive changes that managers should stay abreast of (p. 176) |
| Competitiveness | the extent to which an organization can produce goods and services better than other organizations in the same industry (p. 269) |
| Consultative decision making | managers shares problems and opportunities with employees (p. 136) |
| Control | accomplished by comparing the day-to-day performance of the organization to some predetermined standard or objective (p. 273) |
| Controller | bring the organization back to where it should be after a deviation (p. 274) |
| Controlling | function that involves evaluating results to determine if objectives have been accomplished as planned (p. 5) |
| Coordinating | involves matching the best employee with the tasks that must be completed (p. 193) |
| Corporate strategies | address the broad needs of the organization (p. 161) |
| Correction | third requirement of a control system (p. 276) |
| Cost leadership | delivery of the product or service more cheaply than competitors (p. 162) |
| Cost standards | a measure of financial success for an organization through employees and managers who monitor performance to control cost to save money for the organization (p. 55) |
| Cover letter | letter explains why the applicant is qualified for the position and requests an interview (p. 192) |
| Creative decision making | decisions that have no prior history, guidance, process, or system for making decisions (p. 135) |
| Cultural and lifestyle trends | people’s taste and preference changes that managers should stay abreast of (p. 176) |
| Customer departmentalization | focuses on customers and their needs (p. 118) |
| Data | raw material of information systems (p. 289) |
| Data processing | capturing, processing, and storing data (p. 289) |
| Data resources | component of MIS; matches the needs of users to the data gathered or stored by the MIS (p. 290) |
| Database | a collection of data that is arranged in a logical manner and organized in a form that can be stored and processed by a computer (p. 289) |
| Decentralized organizations | large businesses are divided into smaller operating units with managers who have a greater responsibility and authority of the operations of their units (p. 96) |
| Decision making | process of creating and choosing alternatives to reach a goal or objective (p. 134) |
| Decision support system (DSS) | a complex set of computer hardware and software that supports a single manager or a small group of managers who work as a problem-solving team (p. 296) |
| Defensive strategies | used when organizations feel threatened by risk (p. 161) |
| Degrees of certainty | first decision that can alter a manager’s decision-making ability is whether the decision is being made in a state of certainty or uncertainty (p. 138) |
| Delegation | passing duties to another employee or team member with the expectation that the individual will fulfill the responsibility (p. 196) |
| Delegation | the means by which authority is exercised (p. 119) |
| Delphi technique | similar to nominal group technique, but it does not include voting (p. 145) |
| Demand | the amount that will be bought at a given time at a given price (p. 86) |
| Democratic leaders | leaders who encourage employees to participate in planning work, solving work-related problems, and making decisions (p. 223) |
| Demographic trends | show how market forces are changing (p. 175) |
| Departmentalization | the process of grouping jobs into related work units or activities (p. 118) |
| Descriptive plan | a plan that states what is to be achieved and how (p. 110) |
| Developing job satisfaction | key to helping employees enjoy their work and become more productive (p. 218) |
| Deviation | occurs when standard or objective is not met (p. 273) |
| Diagnostic controls | ensures that standards are met (p. 276) |
| Differentiation | to be unique in product or service delivery (p. 162) |
| Diversity | includes all differences in race and ethnicity, lifestyle, age, nationality, physical abilities, religion, geographic background, position in an organization, and social and economic status (p. 198) |
| Downsizing | occurs when an organization reduces its number of employees (p. 230) |
| Downward communication | happens when a supervisor tells an employee how to meet a goal or objective (p. 114) |
| Economic system | organized way to decide how to use productive resources (p. 88) |
| Economic trends | indicates the general state of the economy and how this state might influence decisions made by managers (p. 175) |
| Economics | relates to producing and using goods and services that people want (p. 86) |
| Economy system | an organized way to decide how to use productive resources. (p. 88) |
| Employee empowerment | individuals have the authority to solve problems with available resources or to develop new strategies for the betterment of the organizations (p. 8) |
| Employee relations | human resources department assures effective communication and cooperation between employees and management (p. 193) |
| Employment | involves matching people with the best skills for each job (p. 191) |
| Enlightened leadership | requires individuals to have the vision for change and the ability to get members of the organization to accept ownership of that vision (p. 231) |
| Entrepreneurship | taking the risk of planning, managing, and producing an event (p. 88) |
| Entry-level occupations | involve routine activities (p. 202) |
| Environment | with respect to an organization’s structure, refers to how work is done (p. 117) |
| Environmental scanning | a strategic planning tool that helps managers identify critical events from the external environment that will have a direct impact on decision making (p. 175) |
| Ethics | doing the right thing even when it is more tempting or profitable to do otherwise (p. 66) |
| Executive information system (EIS) | highly interactive system that provides top management with flexible access to other information systems (p. 297) |
| Executives | top-level managers who spend most of their time on management functions (p. 31) |
| Expert power | gained by having superior knowledge about the work (p. 216) |
| Expert system (ES) | enables an organization’s computer system to make decisions that typically are made by consultants (p. 298) |
| External environment | everything that lies outside an organization’s control (p. 168) |
| Extranets | communication systems outside the company (p. 257) |
| Factors of production | basic resources used to create goods and services (p. 88) |
| Feedback | information about an organization’s performance (p. 274) |
| Feedback system | management control process that matches inputs (information) to outputs (results), which allows all members of the organization to feel they are empowered to affect decision making (p. 123) |
| Financial management | involves obtaining funds to finance the business, managing the funds carefully, and keeping financial records accurately (p. 7) |
| Financial plan | a plan that includes the project income, expenses, and profit for the entertainment event (p. 80) |
| Flattened organizations | fewer levels of management than traditional structures; communication improves because information flows through fewer levels of the business (p. 96) |
| Flexible viewpoint | allows managers to adjust to different circumstances (p. 222) |
| Focal point teams | charged with working on each of the goals to accomplish the mission and strategic objectives of the organization (p. 199) |
| Focus | concentrating on a particular market segment and surrounding it with a quality product or service (p. 162) |
| Form utility | involves changing the form or shape of a product to make it useful for perspective customers (p. 87) |
| Formal plan | a written, well-thought out plan (p. 109) |
| Formal work group | created by management to run the organization and to carry out organizational goals and objectives (p. 242) |
| Fringe benefits | items in addition to pay that employees receive in exchange for their labor (p. 191) |
| Free enterprise system | capitalism; allows individuals to freely produce and distribute legal entertainment events (p. 88) |
| Functional departmentalization | the department’s work or activities are grouped around basic functions like production, marketing, finance, or human resources (p. 118) |
| Functional strategies | govern an organization’s day-to-day operations (p. 162) |
| Geographic departmentalization | refers to organizations that are physically spread out over several states or countries (p. 118) |
| Globalization | taking business beyond the borders of the country where the company is located (p. 197) |
| Goals | tangible, measurable outcomes for company objectives (p. 61) |
| Group | two or more persons who interact for some specific purpose (p. 141) |
| Group cohesiveness | what binds a group together (p. 246) |
| Group conformity | an indication of how willing group members adhere to group norms and desire the benefits of group cohesiveness (p. 246) |
| Group decision support system (GDSS) | used to facilitate solutions in group meetings; removes communication barriers (p. 296) |
| Group dynamic | how group members interact and influence one another (p. 244) |
| Group norms | informal rules that regulate the group and its members (p. 246) |
| Group-oriented decision making | a group of employees, consultants, or other managers is called upon to make decisions for the organization (p. 136) |
| Groupthink | happens when group members try so hard to agree with one another that they ignore an individual member’s point of view (p. 142) |
| Growth strategies | helps organization decide the amount and direction of growth (p. 161) |
| Hard issues | symptoms of problems that may include questionable economic conditions, rowdy crowds rushing the playing field, or fans behaving irresponsibly at entertainment events (p. 228) |
| Hardware resources | component of MIS; consist of machines, such as computers and computer equipment, and media, such as floppy disks (p. 290) |
| Human relations skills | ability to get along within a group due to respect for every individual (p. 214) |
| Human resources management | involves determining the number and type of employees needed, recruiting and hiring the best people, offering needed training, and providing adequate compensation and benefits as well as a motivational work environment (p. 7) |
| Identify power | earned when others identify with managers and want to be accepted by them (p. 216) |
| Implementing | function that involves carrying out plans and making sure that adequate personnel are available to accomplish all the necessary tasks (p. 5) |
| Individual differences | all managers perceive a decision situation differently (p. 139) |
| Informal plan | a loose collection of thoughts about how to do something (p. 109) |
| Informal work group | managers form groups based on friendship, shared interests, or even proximity, such as sharing office space or sharing a ride with someone (p. 243) |
| Information | data that has been interpreted to meet the needs of the managers who acquired it (p. 289) |
| Information overload | occurs when there is a glut of print, sound, and image communication (p. 288) |
| Information resources | component of MIS; customized and generated from the MIS; includes management reports and business forms (p. 290) |
| Inputs | materials, labor, machines, management, and money that are transformed by a manager into outputs (p. 268) |
| Intangible knowledge | resources that might include employee experiences, traditions, or the result of brainstorming sessions (p. 148) |
| Interactive controls | “hands on” control in an organization (p. 277) |
| Internal environment | factors that are under the control of the organization (p. 169) |
| Internship programs | gives students a taste of the sports and entertainment profession (p. 202) |
| Intranets | communication systems within the company (p. 257) |
| Intuitive approach | decisions made based primarily on guesses, hunches, or intuition (p. 135) |
| Job description | defines the requirements for each position in an organization (p. 61) |
| Job specification | lists all qualifications a worker needs to successfully complete the job (p. 191) |
| Judgment decision making | decisions that have no prior history, guidance, process, or system for making decisions (p. 135) |
| Knowledge communities | communities that create, capture, share, and maximize the use of knowledge about a particular subject (p. 149) |
| Knowledge management | ability of a manager to understand what is known in his or her organization and to use that knowledge effectively (p. 147) |
| Labor | physical or mental human effort that goes into the production of goods and services (p. 88) |
| Labor unions | unions bargain with management for their members’ wages, hours, and working conditions (p. 193) |
| Leaders | managers who earn the respect and cooperation of employees to effectively accomplish the organization’s work (p. 214) |
| Leadership | the ability to influence individuals and organizations to cooperatively achieve goals that benefit both parties (p. 65) |
| Leadership style | general way a manager treats and supervises employees (p. 222) |
| Leverage | an organization’s advantage over its competitors (p. 62) |
| Line authority | all individuals authorized to issue orders (p. 119) |
| Line organizations | all authority and responsibility is in a direct line from the top executive down to the lowest employee level (p. 95) |
| Line-and-staff organizations | managers have direct control over the units and employees they supervise, with staff specialists available to assist managers (p. 96) |
| Long-term goals | goals that take more than one year to complete (p. 53) |
| Management | process of accomplishing the goals of an organization through the effective use of people and other resources (p. 4) |
| Management information system (MIS) | an integrated approach to providing interpreted and relevant information to managers (p. 289) |
| Management responsibilities | managers are responsible for accomplishing the goals of an organization through effective use of people and their resources (p. 6) |
| Managerial systems | organizations’ managerial systems must allow teams to flourish and grow in a team-based organization (p. 256) |
| Market economy | economic system in which consumer buying decisions determine what, how, and for whom goods and services will be produced (p. 88) |
| Marketing management | involves all the activities used to plan, price, promote, and sell an event (p. 7) |
| Marketing plan | a detailed written description of all marketing activities that must be accomplished in order to make an event successful (p. 80) |
| Matrix organizations | temporary work teams—directed by a manager—are brought together for specific projects to most effectively use specific skills of employees (p. 96) |
| Measures | standards to evaluate the success of each strategy in delivering goals and objectives (p. 61) |
| Mechanical environment | tasks are specific and top managers primarily make decisions (p. 117) |
| Mid-managers | managers who spend most of their time on one management function, such as planning or controlling (p. 31) |
| Mission | the most important purposes or direction for the organization based upon all information collected (p. 53) |
| Monitoring system | evaluates whether standards are met (p. 275) |
| Motivation | a set of factors that influence an individual’s actions toward accomplishing a goal (p. 121) |
| Music production manager | supervisor of large groups of workers with varied specialties and often handle big-name personalities (p. 203) |
| Mutual reward theory (MRT) | contends that a relationship between two people or groups is enhanced when there is a satisfactory exchange of rewards between the parties involved (p. 224) |
| National Collegiate Athletic Association (NCAA) | regulatory body for collegiate athletics (p. 30) |
| Natural resources | anything provided by nature that influences the productive ability of a venue (p. 88) |
| Networking | involves creating and maintaining relationships that are beneficial to all participating parties (p. 198) |
| New venture development teams | teams that examine new ideas, products, and services, and focus on re-growing the organization (p. 251) |
| Nominal group technique | group members work separately in the early phases to solve the problem (p. 144) |
| Nonprogrammed decisions | decisions that have no prior history, guidance, process, or system for making decisions (p. 135) |
| Objectives | specific company priorities (p. 61) |
| Open leaders | leaders who give little or no direction to employees (p. 223) |
| Operational planning | includes short-term activities for each part of the business (p. 53) |
| Operational plans | govern an organization’s day-to-day operations (p. 162) |
| Operations management | process of managing resources that are needed to produce an organization’s goods and services (p. 268) |
| Optimizing approach | a rational method of decision making; using time-tested methods, managers determine the need for making a decision and weigh decision criteria (p. 136) |
| Organic environment | decisions are made through empowerment and networking (p. 117) |
| Organization | consist of people whose specialized tasks are coordinated to contribute to the company’s goals (p. 113) |
| Organizational charts | illustrations that show the structure of an organization, the major job classifications, and the chain of command (p. 59) |
| Organizational purpose | first resource area that must be in place for a team-based organization (p. 256) |
| Organizing | function that is concerned with accomplishing tasks most effectively and arranging resources to complete all necessary work (p. 5) |
| Orientation | initial training to make new workers feel comfortable with their jobs and the organization (p. 193) |
| Outputs | goods and services (p. 268) |
| People resources | component of MIS; people who tell the system what to do and benefit from the results of its usage (p. 290) |
| Performance | employee output, which is evaluated in relation to a company’s mission (p. 193) |
| Performance review | managers carefully evaluate performance and regularly review the information with employee (p. 201) |
| Place utility | involves offering an entertainment event at a location where the target market demand is greatest (p. 87) |
| Planning | function that involves analyzing information and making decisions about what needs to be done (p. 4) |
| Policies | guidelines established to make decisions regarding specific, recurring situations (p. 168) |
| Political trends | political changes that managers should stay abreast of (p. 176) |
| Portfolio | organized collection of information and materials developed to tell a story about you (p. 203) |
| Position power | the position the agent or manager holds in the organization (p. 65) |
| Possession utility | created when ownership of a good or service is transferred from one person to another (p. 87) |
| Power | the ability to control behavior (p. 216) |
| Problem solving | process of choosing actions to combat or resolve a problem (p. 134) |
| Problem-solving teams | formed by managers to address specific problems that confront the organization (p. 250) |
| Procedure | a list of steps to be followed for performing certain work (p. 168) |
| Product departmentalization | includes all activities necessary to produce and market a product/service (p. 118) |
| Production management | works with others to determine the products to be produced, obtains needed resources, organizes production facilities/personnel, and develops/maintains a production schedule and quality control (p. 7) |
| Productivity | ratio of outputs to inputs (p. 269) |
| Proforma | financial document that projects attendance/revenue necessary to successfully undertake an event (p. 98) |
| Programmed decisions | carefully thought out decisions based on some form of procedure used before; routine, repetitive, or automatic decisions are reached in this way (p. 135) |
| Quality circle | a group that meets regularly and addresses issues that affect the quality of the organization (p. 250) |
| Quality standards | measures how well a task has been completed with perfection being the ultimate goal (p. 54) |
| Quantity standards | measures the amount of sales and sponsorship goals (p. 54) |
| Regionalizing | to save money, the school sets geographic limits on recruiting and travel (p. 40) |
| Resume | summary of an applicant’s previous and current job experiences (p. 192) |
| Reward power | based on the ability of the manager to control rewards and punishment (p. 66) |
| Risk | condition that is commonly faced in decision making (p. 139) |
| Rules | a prescribed direction for conduct (p. 168) |
| Runner | street agent hired by sports agent to pay a fee to athlete’s coach or someone of influence over athlete (p. 68) |
| Satisficing approach | occurs when managers set a minimum standard of acceptance; managers then select the first decision alternative that meets that minimum standard (p. 136) |
| Scarcity | involves limited financial resources for unlimited wants (p. 88) |
| Scenario building | involves creating a hypothetical situation that is used to aid decision-making efforts (p. 177) |
| Selective | an organization’s business plan must be selective by defining the type of business and customer and, by omission, define who is not a customer, who is not served, and who is not employed (p. 61) |
| Self-directed work teams | team members work together to establish goals/to plan and organize their work (p. 96) |
| Self-direction | employees who have a strong work ethnic and can act on their own (p. 199) |
| Self-understanding | involves awareness of your attitudes and opinions (p. 217) |
| Semi-independent teams | given wide-ranging authority to set their own goals and pursue difficult issues that confront the organization (p. 250) |
| Sensor | determines if the feedback exposes a deviation from a standard (p. 274) |
| Severance packages | provides terminated employees with full or partial salaries for several weeks/ months (p. 230) |
| Shortcuts | convenient rule-of-thumb decisions, but not always the best decision-making method (p. 139) |
| Short-term goals | goals that are usually accomplished in less than a year (p. 53) |
| Situational leaders | leaders who understand the strengths of their employees and adjust their leadership style to different situations (p. 223) |
| Size | sales volume and number of employees are among the most common measures (p. 117) |
| Socialism | a political system in which government controls the use of the country’s factors of production (p. 89) |
| Soft issues | symptoms of problems that include human issues—attitudes, mindsets, and states of mind (p. 228) |
| Software resources | component of MIS; comprised of programs to run the system, as well as procedures to keep the system operating effectively (p. 290) |
| Span of control | the number of employees that a manager supervises directly (p. 95) |
| Specialist occupations | require a variety of skills in one or more business functions (p. 202) |
| Specialization | occurs when work is given to those people who can best accomplish the tasks (p. 114) |
| Sports agents | represents players for contracts and other legal matters (p. 204) |
| Sports camp organizers | manage all details from pre-registration to camp check-out (p. 204) |
| Stability strategies | used when an organization is satisfied with its performance (p. 161) |
| Staff authority | assist and advise line managers (p. 119) |
| Stakeholders | feel ownership or responsibility for the success or failure of an organization’s goals (p. 223) |
| Standards | serve as a point of reference for judging the company’s performance (p. 123) |
| Standards of performance | first requirement of a control system (p. 275) |
| Strategic fit | consistency and continuity in planning and strategic efforts (p. 179) |
| Strategic management | process for identifying and furthering an organization’s mission (p. 160) |
| Strategic planning | looks at the long-term big picture for the entire business (p. 53) |
| Strategies | specific initiatives to deliver company goals and objectives (p. 61) |
| Strategy | an organization’s long-term plan for meeting its objectives (p. 116) |
| Street agent | runner hired by sports agent to pay a fee to athlete’s coach or someone of influence over athlete (p. 68) |
| Sufficient | a business plan must be sufficient so the organization will achieve its goals by executing its strategies (p. 61) |
| Supervisors | managers who work directly with employees (p. 31) |
| Supply | the amount that will be offered for sale at a particular time and at a certain price (p. 86) |
| Sustainable | a business plan that looks at the competitive advantage, or leverage, over its competitors (p. 62) |
| SWOT analysis | strategic planning tool for analyzing the Strengths, Weaknesses, Opportunities, and Threats of an organization (p. 176) |
| Synchronized | all pieces of the organization work in a smooth, effective, and efficient manner (p. 62) |
| Synectics method | coaxes group members to make the familiar strange and the strange familiar (p. 145) |
| Synergy | the collective results of the organization’s employees (p. 62) |
| Tactical plans | govern an organization’s day-to-day operations (p. 162) |
| Tangible knowledge | resources that can be licenses, such as a contract, and brands, such as the team name or event name (p. 148) |
| Target market | group that management is trying to reach (p. 4) |
| Team | a group that defines the roles of members with respect to expectations and positions (p. 143) |
| Team building | teams feel responsibility and pride for the work that they complete; successful organizations have strong teams (p. 218) |
| Team concept | to work, all team members must learn how to be innovators, followers, and leaders (p. 256) |
| Team members | heart of the team; people who make up the team (p. 256) |
| Team organization | employees work in permanent work teams—led by a team leader who acts as a facilitator—for the purpose identifying and solving problems (p. 96) |
| Team-based organization | the basic work unit is teams rather than individuals or some other organizational structure (p. 255) |
| Technology | organizational structure reflects the technology used (p. 117) |
| Technology trends | technology changes that managers should stay abreast of (176) |
| Temporary teams | responsible for offering suggestions on how to solve short-term problems (p. 250) |
| 360-degree feedback | system that evaluates an employee based upon information from a range of people who have contact with the employee (p. 194) |
| Tiering | involves funding five or six sports at a high level, five or six at a medium level, and five or six at a low level (p. 40) |
| Time standards | directly related to quantity and quality standards by being as efficient as possible with a minimum amount of error (p. 55) |
| Time utility | involves having the entertainment event available when the largest target market can be involved (p. 87) |
| Title IX | bans sex discrimination at schools that receive federal funding and sets parameters for female sports that must be met by athletic programs (p. 40) |
| Total quality management (TQM) | management style that emphasis increasing quality and developing an effective organization (p. 32) |
| Training and development | prepares employees in the skills needed for a dynamic career field (p. 201) |
| Transaction processing system (TPS) | assists functional areas such as sales and marketing, finance, accounting, and human resources (p. 297) |
| Understanding other | a critical skill for leaders (p. 217) |
| Unity of command | employees report to only one supervisor at a time (p. 95) |
| Upselling | selling additional products to customers beyond the initial purchases (p. 98) |
| Upward communication | occurs when an employee tells a supervisor about a problem (p. 114) |
| Utility | ability of a service or good to satisfy a want (p. 87) |
| Value chain | extends from supplier to consumer and includes all of the activities that bring value to the customer (p. 268) |
| Virtual team | a team that does not have physical contact among its members and operates in a non-traditional environment (p. 257) |
| What managers think | managers define, or frame, a decision in a particular way (p. 139) |
