Test 2 Review
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| Specialized function of planning how to obtain employees, oversee their training, evaluate them, and compensate them. | Human Resources Management
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| A process by which jobs are studied to determine the tasks and dynamics involved in performing them. | Job Analysis
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| A formal statement summarizing tasks involved in a job. It describes conditions under which the employee will work. | Job Description
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| Describes skills needed, outlines education required and details previous experience the job requires. | Job Specification
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| Session or procedure to introduce a new employee to the organization’s goals, policies, and procedures. | Orientation
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| Money, benefits, and services paid to employees for their work. | Compensation
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| Compensation other that wages, salaries and incentive programs. | Employee Benefits
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| Cash payment based on the number of hours the employee has worked or the number of units the employee has produced. | Wages
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| Fixed weekly, monthly, or yearly cash compensation for work | Salaries
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| Cash payments to employees who produce at a desired level | Incentives
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| Cash payment, in addition to the regular wage or salary, that serves as a reward for achievement. | Bonuses
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| Establishing objectives and goals for an organization and determining the best ways to accomplish them. | Planning
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| Plans that establish the actions and the resource allocation required to accomplish strategic goals. | Strategic Plans
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| A statement of the organization’s purpose, basic goals and philosophies. | Mission Statement
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| Positive internal factors that contribute to a company’s success. | Strengths
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| Educated assumptions managers must make about future trends and events. | Forecasting
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| Broad, long range accomplishments that the organization wishes to attain. | Goals
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| Specific, short range targets designed to help reach the company's goals. | Objectives
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| Process of arranging resources to carry out the organization's plans. | Organizing
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| An example of a Top Manager. | President
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| An example of a Middle Manager. | Sales Manager
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| An example of a First Line Manager. | Supervisor
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| Process of guiding and motivating people to work towards organizational goals. | Leading
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| Skills required to understand other people and to interact effectively with them. | Interpersonal Skills
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| Ability and knowledge to perform the mechanics of a particular job. | Technical Skills
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| Ability to identify and analyze a problem, weigh the alternatives, choose an alternative, implement it, and evaluate the results. | Decision-Making Skills
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| The Leadership Style that makes decisions without consulting others. | Autocratic
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| The Leadership Style that delegates authority and involves employees. | Democratic
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| The Leadership Style that acts as a consultant, encourages employees to share ideas, insights and opinions. | Laissez-Faire
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| Process of measuring progress against goals and objectives and correcting deviations if results are not as expected. | Controlling
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| Positive external factors such as new markets or new customers. | Opportunities
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| SWOT | Strengths, Weaknesses, Opportunities, and Threats
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| The four Functions of Management | Planning, Organizing, Leading and Controlling
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| The Management Role that gathers and delivers information to employees, customers, suppliers, and stakeholders. | Informational
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| The Management Role that encourages innovation. | Decisional
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