GMS 200 - Introduction to Global Management
MIDTERM lecture notes 2025 Toronto Metropolitan
University
Chapter 1
● Accountability- The requirement to show per formance results to a
supervisor.
● Administrator- A manager in a public or non profit organization.
● Agenda setting The development of action priorities for accomplishing
goals and plans. Board of directors A group of people who are supposed
to make sure an organization is well run and managed in a lawful and
ethical manner.
● Commitment The degree to which one works to apply their talents and
capabilities to import ant tasks.
● Competency One’s personal talents or job related capabilities.
Conceptual skill The ability to think analyti cally to diagnose and solve
complex problems. Controlling The process of measuring per formance and
taking action to ensure desired results.
● Corporate governance The active oversight of management
decisions and performance by a company’s board of directors.
● Discrimination The active denial of full bene fits of organizational
membership to members of certain groups.
● Effective manager A manager who helps oth ers achieve high
performance and satisfaction at work.
● Emotional intelligence The ability to manage ourselves and our
relationships effectively. Ethics The moral standards of what is
“good” and “right” in one’s behaviour.
● Fourth Industrial Age: Our current era, in which the cloud, mobile
Internet, automation, robotics, and artificial intelligence are the
driving forces of change.
● Free-agent economy An economy in which people change jobs more
often, and many work on independent contracts with a shifting mix
, ofemployers.
● Functional managers Managers who are responsible for one area, such as
finance, marketing, production, personnel, accounting, or sales.
● General managers Managers who are responsible for complex,
multifunctional units.
● Glass ceiling effect An invisible barrier limiting career advancement of
women and members of visible minorities.
● Globalization The worldwide interdependence of resource flows, product
markets, and business competition.
● Human skill The ability to work well incooperation with other people.
● Intellectual capital The collective brainpower or shared knowledge of a
workforce.
● Job migration What occurs when firms shift jobs from a home country
to foreign ones.
● Knowledge worker Someone whose mind is a critical asset to employers.
● Leading The process of arousing enthusiasm and inspiring efforts to achieve
goals.
● Learning A change in behaviour that results from experience.
● Lifelong learning Continuous learning from daily experiences.
● Line managers Managers who directly contribute to producing the
organization’s goods or services.
● Management process Planning, organizing,leading, and controlling
the use of resources to accomplish performance goals.
● Manager A person who supports, activates, and is responsible for the work
of others.
● Middle managers Managers who oversee the work of large departments or
divisions.
, ● Networking The process of creating positive relationships with people who
can help advance agendas.
● Open system A system that transforms resource inputs from the
environment into product outputs.
● Organization A collection of people working together to achieve a
common purpose.
● Organizing The process of defining and assigning tasks, allocating
resources, and providing resource support.
● Performance effectiveness An output measure of task or goal
accomplishment.
● Performance efficiency An input measure of resource cost associated
with goal accomplishment.
● Planning The process of setting goals and objectives and making
plans to accomplish them.
● Prejudice The display of negative, irrational attitudes toward members
of diverse populations.
● Productivity The quantity and quality of work performance, with resource
utilization considered.
● Quality of work life The overall quality of human experiences in the
workplace.
● Reshoring What occurs when firms move jobs back home from foreign
locations.
● Self-management The ability to understand oneself, exercise
initiative, accept responsibility, and learn from experience.
● Shamrock organization An organization that operates with a core group
of full-time long- term workers supported by others who work on
contracts and part-time.
● Skill The ability to translate knowledge into action that results in desired
performance.
● Social capital A capacity to get things done with the support and help of
others.
● Social networking The use of dedicated websites and applications to
connect people having similar interests.
● Staff managers Managers who use special technical expertise to advise
and support line workers.
● Team leaders Leaders who report to middle managers and
supervise non- managerial workers.
● Tech IQ The ability to use technology and to stay updated as technology
continues to evolve.
● Technical skill The ability to use expertise to perform a task with proficiency.
● Top managers Managers who guide the performance of the organization
as a whole or of one of its major parts.
● Upside-down pyramid A view of organizations that show customers at the
top being served by workers who are supported by managers.
● Workforce diversity Workers’ differences in terms of gender, race, age,
ethnicity, religion, sexual orientation, and able-bodiedness.
Chapter 2
● Analytics The systematic analysis of large databases to solve problems
and make informed decisions.
● Bureaucracy A rational and efficient form of organization founded on logic,
, order, and legitimate authority.
MIDTERM lecture notes 2025 Toronto Metropolitan
University
Chapter 1
● Accountability- The requirement to show per formance results to a
supervisor.
● Administrator- A manager in a public or non profit organization.
● Agenda setting The development of action priorities for accomplishing
goals and plans. Board of directors A group of people who are supposed
to make sure an organization is well run and managed in a lawful and
ethical manner.
● Commitment The degree to which one works to apply their talents and
capabilities to import ant tasks.
● Competency One’s personal talents or job related capabilities.
Conceptual skill The ability to think analyti cally to diagnose and solve
complex problems. Controlling The process of measuring per formance and
taking action to ensure desired results.
● Corporate governance The active oversight of management
decisions and performance by a company’s board of directors.
● Discrimination The active denial of full bene fits of organizational
membership to members of certain groups.
● Effective manager A manager who helps oth ers achieve high
performance and satisfaction at work.
● Emotional intelligence The ability to manage ourselves and our
relationships effectively. Ethics The moral standards of what is
“good” and “right” in one’s behaviour.
● Fourth Industrial Age: Our current era, in which the cloud, mobile
Internet, automation, robotics, and artificial intelligence are the
driving forces of change.
● Free-agent economy An economy in which people change jobs more
often, and many work on independent contracts with a shifting mix
, ofemployers.
● Functional managers Managers who are responsible for one area, such as
finance, marketing, production, personnel, accounting, or sales.
● General managers Managers who are responsible for complex,
multifunctional units.
● Glass ceiling effect An invisible barrier limiting career advancement of
women and members of visible minorities.
● Globalization The worldwide interdependence of resource flows, product
markets, and business competition.
● Human skill The ability to work well incooperation with other people.
● Intellectual capital The collective brainpower or shared knowledge of a
workforce.
● Job migration What occurs when firms shift jobs from a home country
to foreign ones.
● Knowledge worker Someone whose mind is a critical asset to employers.
● Leading The process of arousing enthusiasm and inspiring efforts to achieve
goals.
● Learning A change in behaviour that results from experience.
● Lifelong learning Continuous learning from daily experiences.
● Line managers Managers who directly contribute to producing the
organization’s goods or services.
● Management process Planning, organizing,leading, and controlling
the use of resources to accomplish performance goals.
● Manager A person who supports, activates, and is responsible for the work
of others.
● Middle managers Managers who oversee the work of large departments or
divisions.
, ● Networking The process of creating positive relationships with people who
can help advance agendas.
● Open system A system that transforms resource inputs from the
environment into product outputs.
● Organization A collection of people working together to achieve a
common purpose.
● Organizing The process of defining and assigning tasks, allocating
resources, and providing resource support.
● Performance effectiveness An output measure of task or goal
accomplishment.
● Performance efficiency An input measure of resource cost associated
with goal accomplishment.
● Planning The process of setting goals and objectives and making
plans to accomplish them.
● Prejudice The display of negative, irrational attitudes toward members
of diverse populations.
● Productivity The quantity and quality of work performance, with resource
utilization considered.
● Quality of work life The overall quality of human experiences in the
workplace.
● Reshoring What occurs when firms move jobs back home from foreign
locations.
● Self-management The ability to understand oneself, exercise
initiative, accept responsibility, and learn from experience.
● Shamrock organization An organization that operates with a core group
of full-time long- term workers supported by others who work on
contracts and part-time.
● Skill The ability to translate knowledge into action that results in desired
performance.
● Social capital A capacity to get things done with the support and help of
others.
● Social networking The use of dedicated websites and applications to
connect people having similar interests.
● Staff managers Managers who use special technical expertise to advise
and support line workers.
● Team leaders Leaders who report to middle managers and
supervise non- managerial workers.
● Tech IQ The ability to use technology and to stay updated as technology
continues to evolve.
● Technical skill The ability to use expertise to perform a task with proficiency.
● Top managers Managers who guide the performance of the organization
as a whole or of one of its major parts.
● Upside-down pyramid A view of organizations that show customers at the
top being served by workers who are supported by managers.
● Workforce diversity Workers’ differences in terms of gender, race, age,
ethnicity, religion, sexual orientation, and able-bodiedness.
Chapter 2
● Analytics The systematic analysis of large databases to solve problems
and make informed decisions.
● Bureaucracy A rational and efficient form of organization founded on logic,
, order, and legitimate authority.
