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FM 116-EXAM 2
Chapters 6,7
| Question | Answer |
|---|---|
| management | the process of coordinating people and other resources to achieve the goals of an organization |
| mission | a statement of the basic purpose that makes an organization different from others |
| strategic planning | the establishment of an organization’s major goals and objective and the allocation of resources to achieve them |
| goal | an end result that an organization is expected to achieve over a one- to ten-year period |
| objective | a specific statement detailing what an organization intends to accomplish over a shorter period of time |
| swot analysis | the identification and evaluation of a firm’s strengths, weaknesses, opportunities, and threats |
| core competencies | approaches and processes that a company performs well that may give it an advantage over its competitors |
| plan | an outline of the actions by which an organization intends to accomplish its goals and objectives |
| strategic plan | an organization’s broadest plan, developed as a guide for major policy setting and decision making |
| tactical plan | : a smaller scale plan developed to implement a strate |
| operational plan | a type of plan designed to implement tactical plans |
| contingency plan | a plan that outlines alternative courses of action that may be taken if an organization’s other plans are disrupted or beome ineffective |
| motivating | : the process of providing reasons for people to work in the best interests of an organization |
| directing | the combined processes of leading and motivating |
| top manager | an upper-level executive who guides and controls the overall fortunes of an organization |
| middle managers | a manager who implements the strategy and major policies developed by top management |
| first-line managers | a manager who coordinates and supervises the activities of operating employees |
| financial manager | a manager who is primarily responsible for an organization’s financial resources |
| operations manager | a manager who manages the systems that convert resources into goods and services |
| marketing managers | a manager who is responsible for facilitating the exchange of products between an organization and its customers or clients |
| human resources managers | a person charged with managing an organization’s human resources program |
| administrative manager (general manager) | a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership |
| autocratic leadership | task-oriented style, workers are told what to do and how to do it |
| participative leadership | leadership style in which all members of a team are involved in identifying essential goals and developing strategies to reach these goals |
| entrepreneurial leadership | : personality-based leadership style in which the manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders |
| total quality management (TQM) | the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvment |
| benchmarking | the process used to evaluate the products, processes, or management practices of another organization that is superior in some way in order to improve quality |
| organization | a group of two or more people working together to achieve a set of common goals |
| chain of command | the line of authority that extends from the highest to the lowest levels of an organization |
| job specialization | the separation of all organizational activities into distinct tasks to different people |
| job rotation | : the systematic shifting of employees from one job to another |
| departmentalization | the process of grouping jobs into manageable units |
| decentralized organization | an organization in which management consciously attempts to spread authority widely in the lower levels of the organization |
| centralized organization | an organization that systematically works to concentrate authority at the upper levels of the organization |
| span of management | the number of workers who report directly to one manager |
| wide span | exists when a manager has a larger number of subordinates |
| narrow span | exists when the manager has only a few subordinates |
| organizational height | the number of layers, or levels, of management in a firm |
| the line structure | an organizational structure in which the chain of command goes directly from person to person throughout the organization |
| line manager | a position in which a person makes decisions and gives orders to subordinates to achieve the organization’s goals |
| line-and-staff structure | an organizational structure that utilizes the chain of command from a line structure in combination with the assistance of staff managers |
| staff managers | provide support, advice, and expertise to line managers, thus eliminating the previous drawback of line structures |
| line authority | : means that they can make decisions and issue directives relating to the organization’s goals |
| advisory authority | the expectation that line managers will consult the appropriate staff manager when making a decision |
| functional authority | the authority of staff managers to make decisions and issue directives about their areas of expertise |
| the matrix structure | an organizational structure that combines vertical and horizontal lines of authority, usually by superimposing product departmentalization on a functionally departmentalized organization |
| cross functional team | a team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task |
| network structure | an organizational structure in which administration is the primary function, and most other functions are contracted out to other firms |
| corporate culture | the inner rites, rituals, heroes, and values of a firm |
| ad hoc committee | a committee created for a specific short-term purpose |
| standing committee | a relatively permanent committee charged with performing some recurring task |
| task force | a committee established to investigate a major problem or pending decision |
| planning | Establishing organizational goals and deciding how to accomplish them |
| informal organization | the pattern of behavior and interaction that stems from personal rather than official relationships |
| informal group | a group created by the members themselves to accomplish goals that may or may not be relevant to an organization |
| grapevine | the informal communication network within an organization |
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alkoons