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Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members
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The management function of monitoring performance and making needed changes
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Into to managemnt
| Question | Answer |
|---|---|
| Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members | Conceptual and decision skills |
| The management function of monitoring performance and making needed changes | Controlling |
| Keeping costs low to achieve profits in be able to offer prices that are attractive to consumers | Cost competitiveness |
| The skills of understanding yourself managing yourself and dealing effectively with others | Emotional intelligence |
| Lower-level managers who supervise the operational activities of the organization | Frontline managers |
| The introduction of new goods and services | Innovation |
| People skills; the ability to lead motivate and to indicate effectively with others | Interpersonal and communication skills |
| Practices aimed at discovering and harnessing and organization's intellectual resources | Knowledge management |
| The management function that involves the manager's efforts to stimulate high performance by employees | Leading |
| The process of working with people and resources to accomplish organizational goals | Management |
| Managers located in the middle layers of the organizational hierarchy reporting to top level executives | Middle level managers |
| The management function of assembling and corden eating human financial physical information and other resources needed to achieve goals | Organizing |
| The management function of systematically making decisions about the goals and activities that an individual a group a working in it or the over organization will pursue | Planning |
| The excellence of your product (goods or services) | Quality |
| The speed and dependability with which an organization delivers what customers want | Service |
| Goodwill standing from your social relationships | Social capital |
| Fast and timely execution response and delivery of results | Speed |
| Employees who are responsible for facilitating successful team performance | Team leaders |
| The ability to perform a specialized task involving a particular method or process | Technical skill |
| Senior executives responsible for the overall management and effectiveness of the organization | Top level managers |
| One firm buying another | Acquisition |
| Conditions that prevent new companies from entering an industry | Barriers to entry |
| The process of comparing an organization's practices and technologies with those of other companies | Benchmarking |
| Creating supplies of excess resources in case of unpredictable needs | Buffering |
| The immediate environment surrounding a firm include suppliers customers rivals and the like | Competitive environment |
| Information that helps managers determine how to compete better | Competitive intelligence |
| Strategies used by two or more organizations working together to man as the external environment | Cooperative strategies |
| Companies that stay with in a stable product domain as a strategic maneuver | Defenders |
| Measures of various characteristics of people who make up groups or other social units | Demographics |
| A firm's investment in a different product business or geographic area | Diversification |
| A firm selling one or more businesses | Divestiture |
| Entering a new market or industry with an existing expertise | Domain selection |
| The process of sharing power with employees thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization | Empowerment |
| Searching for in sorting through information about the environment | Environmental scanning |
| Lack of information needed to understand or predict the future | Environmental uncertainty |
| All relevant forces outside a firm's boundaries such as competitors customers the government and the economy | External environment |
| Those who purchase products in their finish form | Final consumer |
| Methods for adapting the technical core to changes in the environment | Flexible processes |
| Method for predicting how variables will change the future | Forecasting |
| Strategies that an organization acting on its own uses to change some aspect of its current environment | Independent strategies |
| A customer who purchases raw materials or wholesale of products before selling them to final customers | Intermediate consumer |
| All relevant forces inside a firm's boundaries such as its managers employees resources and organization culture | Internal environment |
| The general environment includes government's economic conditions and other fundamental factors that generally affect all organizations | Macroenvironment |
| One or more companies combining with another | Merger |
| Organizations that are affected by and that affect their environment | Open systems |
| The set of important assumptions about the organization and its goals and practices that members of the company share | Organization culture that's enough for now |
| Planning activities | Analyzing current situations. Anticipating the future. Determining objectives. Deciding on what types of actions to engage in. Choosing a business strategy. Determining the resources needed to achieve goals. |
| Organizing activities | Attracting people to the organization. Specifying job responsibilities. Grouping jobs in to work units. Marshaling and allocating resources. Creating conditions to achieve maximum success. |
| Leading activities | Motivating and communicating with people. Guiding and inspiring people toward achieving goals. |
| Stakeholders are groups and individuals who impact and are impacted by? • The company's stock price • The company's employment policies • The achievement of the organization's mission • Government policies | The achievement of the organization's mission |
| Which of the following are true of mission statements ( Choose all that apply). • They express the organization's basic purpose • They are quickly becoming obsolete • They should include the company's values •They should be phrased in such a way that com | They express the organization's basic purpose. They should include the company's values. |
| Terms of the planning process the targets or ends that managers want to reach are known as _________. | Goals |
| A ______ strategy identifies the set a businesses in which the organization competes and the distribution of resources among those businesses. • Functional-level • Cooperative • Corporate • Business-level | Corporate |
| The final component of the strategic management process is strategic ________. | Control |
| Which of the following are examples of major functional areas? • Research and development ° Human resources • Mid-level management • Customers | Research and development Human resources |
| A process that involved managers from all parts of the organization in the formulation and implementation of the goals is known as _________. • Processing • Planning • Strategic management • Strategic assessment | Strategic management |
| Do you goals that are the major targets that relate to the long term ____ of the organization. (Choose all that apply) • Recognition • Survival • Employees • Growth • Value | Survival Growth Value |
| The state that exist when decision makers have accurate and comprehensive information is known as _____. | Certainty |
| _____ Is the process of amassing reviewing and summarizing all information concerning a particular planning issue. • Organizational control • A mission statement • A profit and loss analysis • A situational analysis | Situational analysis |
| In the 4th step in decision making the decision will differ according to the criteria and method used. What are the important methods managers should recognize when choosing from among the I'll turn as evaluated ( All that apply.) • Optimizing • Forecast | Maximizing Satisficing Optimizing |
| What stage in the formal decision making process in volved determining the value or adequacy of the alternatives that were generated 4th Second 6th Third First Fifth | 3rd |
| Goal ____is a condition that occurs when a decision making group loses sight of its original goal and a new less important goal emerges. | Displacement |
| What are the 6 stages of formal decision making? | 1. Identify and diagnose the problem. 2. Generate alternative solutions. 3. Evaluate alternatives. 4. Make The Choice. 5. Implement the decision. 6. Evaluate the decision. |
| Which of the following are the SMART characteristics of effective goals? • Achievable • Tight • Specific • Measurable • Reliable | |
| Achievable specific measurable | |
| A company making use of low cost business strategy focuses on: • Prestage • Innovation • Efficiency • High quality | Efficiency |
| When a company attempts to stand out by focusing on high product quality outstanding marketing for superior service it is using a ____ business strategy • Differentiation • Vertically integrated • Concentration • Low cost | Differentiation |
| The unique or differentiator position within the industry is often based on ( All that apply) • Average product pricing • Superior service • Excellent marketing and distribution • High product quality | Superior service Excellent marketing and distribution High product quality |
| The process of making decisions about goals and activities that an organization will pursue in the future is referred to as _____ | Planning |
| Which the following are not requirements for effectively managing group decisions? •Facilitating satisficing • Encouraging goal displacement • Constructive use of disagreement and conflict • Appropriate leadership style •enhancement of creativity | Facilitating satisficing Encouraging goal displacement |
| The state that exist when the probability of an action succeeding is less than 100% and losses may occur is called _____ | Risk |
| A ____ strategy involves expanding the domain of the organization to include supply channels and distributors • Horizontal integration • Mismatched • Vertical integration • Functional | Vertical integration |
| What's the following elements are included in an external environment analysis • Industry growth • Industry force • Internal strengths • Social issues • Technological factors | Industry growth Industry forces Social issues Technological factors |
| A strategic ____ system is designed to support managers in evaluating the organization's progress with its to T Jake and when discrepancies exist taking corrective action | Control |
| Which the following are barriers to effective decision making • Technological simulations • Social realities • Time pressures • Psychological biases | Social realities Time pressures Psychological biases |
| What's day to the formal decision making process in balls generating alternative solutions | 2nd |
| It's a cheap brand involves making the seasons about the organization's ___ goals. | Long term |
| Choosing an option that is acceptable although not necessarily the best or perfect | Satisficing |
| A narrative the describes particular set of future conditions | Scenario |
| A process planners use within time and resource constraints to gather interpret and summarize all information relevant to the planning issue under consideration | Situational analysis |
| Groups and individuals who effect in are affected by the achievement of the organization's missions goals and strategies | Stakeholders |
| A system designed to support managers in evaluating the organization's progress regarding its strategy and when discrepancies exist taking corrective action | Strategic control system |
| Major targets or and results relating to the organization's long term survival value and growth | Strategic goals |
| A process that involved managers from all parts of the organization in the formulation and implementation of strategic goals and strategies | Strategic management |
| A set of procedures for making decisions about the organization's long term goals and strategies | Strategic planning |
| Land term direction in strategic intent of a company | Strategic vision |
| A pattern of actions and resource allocation designed to achieve the organization's goals | Strategy |
| A comparison of strengths weaknesses opportunities and threats that helps executives formulate strategy | SWOT analysis |
| The expectation that employees will perform a job take corrective action when necessary in report upward on the status and quality of their performance | Accountability |
| The legitimate right to make decisions and a tell other people what to do | Authority |
| A person who assembles and coordinates participants in a network | Broker |
| An organization in which high level executives make most decisions and pass them down to lower level for implementation | Centralized organization |
| A process that is highly automated and has a continuous production flow | Continuous process |
| The procedures that link the various parts of an organization for the purpose of achieving the organization's overall mission | Coordination |
| Units interact with one another to make accommodations to achieve flexible coordination | Coordination by mutual adjustment |
| Interdependent units are required to meet deadlines in objectives that contribute to a common goal | Coordination by plan |
| An organization in which lower level managers make important decisions | Decentralized organization |
| The assignment of new or additional responsibilities to a subordinate | Delegation |
| Subdividing an organization into smaller sub units | Departmentalization |
| The assignment of different tasks to different people or groups | Division of labor |
| Deparmentalization that group's units around products customers or geographic regions | Divisional organization |
| Temporary arrangements among partners that can be assembled and reassembled to adapt to the environment | Dynamic network |
| The presence of rules and regulations governing how people in the organization interact | Formalization |
| Departmentalization around specialized activities such as production marketing and human resources | Functional organization |
| An organization in which top management ensures that there is consensus about the direction in which the business is heading | High involvement organization |
| The degree to which differentiated work units work together and coordinate their efforts | Integration |
| A series of quality standards developed by a committee working under the International organization for standardization to improve total quality in all businesses for the benefit of producers and consumers | ISO 9001 |
| A system that calls for subassemblies and components to be manufactured in very small lots and deliver to the next stage of the production process just as they are needed | Just in time (JIT) |
| Technologies that produce goods and services in high volume | Large batch |
| An operation that strikes which Eve the highest possible productivity and total quality cost effectively by eliminating unnecessary steps in the production process and continually striving for improvement | Lean manufacturing |
| An organization skilled at creating acquiring and transferring knowledge and at modifying its behavior to reflect new knowledge and insights | Learning organization |
| Units that deal directly with the organization's primary goods and services | Line departments |
| The production of varied individually customized products at the low cost of standardized mass produced products | Mass customization |
| An organization composed of dual reporting relationships in which some managers report to to superiors a functional manager in the division manager | Matrix organization |
| A form of organization that seeks to maximize internal efficiency | Mechanistic organization |
| Temporary arrangements among partners they can be assembled and reassembled to adapt to the environment also called virtual network | Modular network |
| A collection of independent mostly single function firms that collaborate on a good or service | Network organization |
| An organization form that emphasizes flexibility | Organic structure |
| The reporting structure in division of labor in an organization | Organization chart |
| The assignment of a task but an employee is supposed to carry out | Responsibility |
| Technologies that produce goods and services in low volume | Small batch |
| The number of subordinates who report directly to an executive or supervisor | Span of control |
| A process in which different individuals and units perform different tasks | Specialization |
| Units the support line departments | Staff departments |
| Establishing common routines and procedures that apply uniformly to everyone | Standardization |
| A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals | Strategic aligns |
| The systematic application of scientific knowledge to a new product process or service | Technology |
| An integrated approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high quality goods and services | Total quality management (TQM) |
| A structure in which each worker reports to one boss who in turn reports to 1 boss | Unity of command principle |
| Which of the following are types of products that are produced through mass customization • Automobiles • Computers • Clothes • Baking soda | Automobiles Computers Clothes |
| Where the steps of the delegation process? | 1. Define the goal 2. Select the person for the task. 3. Solicit the subordinates views about suggested approaches. 4. Give the subordinates the authority time and resources (people money equipment) to perform the assignment. 5. Schedule checkpoint for |
| The ____ organization groups all functions with a single division and then duplicate function across all divisions | Divisional |
| Which of the following are true about matrix organizations? • Extensive communication exists • It is synonymous with the "one employee one boss" rule • Dual career ladders exist • Resource utilization is efficient | Extensive communication exists Employees learn collaborative skills Dual career ladders exist Resource utilization is efficient |
| Approaches managers might use to Foster organizational integration when employees work closely together. | Rewarding teamwork Building mutual trust Training employees in a common set of skills |
| Approaches that managers might use to Foster organizational integration when employees are individuals with unique talents and ideas | Rewarding individual achievements Setting up flexible work arrangements |
| Companies create formal relationships called strategic alliances with which of the following: • Governmental bodies • Their competitors • Universities • Their subsidiaries | Governmental bodies Their competitors Universities |
| In JIT operations what happens when a customer places an order: • It triggers the manufacturing of large lots • It delivers the products up to 3 weeks before they are needed in the production process • It triggers a factory order in the production proces | It triggers a factory order and the production process |
| Which of the following are some types of business functions that a functional organization might require: • Production • Cross functional utilization • Human resources • Research and development | Production Human resources Research and development |
| An ____ organization is a hybrid form of organization in which functional individual forms overlap. | Matrix |
| The authority vested in the board of directors is a assigned to • The CEO • The COO • The senior vice president for legal compliance • All the vice presidents | The CEO |
| Which of the following statements about the 3 types of technology configurations is true: • They share the same influence on how managers organize and structure the work • They are equally useful for describing service or manufacturing technologies. • The | They are equally useful for describing service or manufacturing technologies |
| Mean manufacturing strides for high quality speed and _____ | Flexibility |
| Would you the following is not a benefit of simultaneous engineering: • An early determination of cost and quality • Management experience for the product • Interchangeable product designs • Functional departments committed to decisions | Interchangeable product designs |
| ____ is a team based approach that incorporates perspectives of all functions result in a higher quality product | Simultaneous engineering |
| Which the following statements are true concerning network organizations: •They are not as balance and flexible as companies using a matrix structure • They are not as responsive as companies using the product structure • Each firm in the network pursues | Each firm in the network pursues its own core capability They are flexible arrangements among designers suppliers producers and distributors |
| Which of the following are elements of a traditional organization chart: • Flax is to pick the different work (Grouping of activities) • Vertical layers to pick the span of control Horizontal layers depict the superior to subordinate reporting relationsh | Boxes to pay the different work Horizontal layers depict the span of control Vertical layers depict superior to subordinate reporting relationships |
| When all functions that contribute to a given product organize under one product manager the company is using a ___ organization structure: Functional Geographic division Product division Customer division | Product division |
| Managers at which level of management are in charge of plants or departments: Functional level Middle management Board of directors Top management | Middle management |
| Being able to act fast to meet customer needs and respond to other outside pressures | Agility |
| The elimination of positions | Downsizing |
| Portance of leader behaviors not just toward the group as a whole but toward individual on a personal basis | (LMX) Leader member exchange |
| A style in which the leader is true to himself or herself while leading | Authentic leadership |
| A for of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group | Autocratic leadership |
| A leadership perspective that attempts to identify what good leaders do that is what behaviors they exhibit | Behavioral approach |
| A leader who bridges conflicting value systems or different cultures | Bridge leaders |
| A person who is dominant self confident convinced of the moral righteousness of his or her beliefs and able to arouse a sense of excitement and adventure and followers | Charismatic leader |
| A form of leadership in which the leaders solicits input from subordinates | Democratic leadership |
| A situational approach to leadership postulating that effectiveness depends on the personal style the leader and the degree to which the situation gives a leader power control and influence over the situation | Fiedler's contingency model of leadership effectiveness |
| Actions taken to ensure the satisfaction of group members develop and maintain harmonious to work relationships and preserved the social stability of the group | Group maintenance behaviors |
| A life cycle theory of leadership postulating letting manager should consider an employee's psychological and job maturity before deciding whether a task performance or maintenance behaviors are more important | Hersey and Blanchard's situational theory |
| The level of the employee's skills and technical knowledge relative to the task being performed | Job maturity |
| Leadership philosophy characterized by an absence of managerial decision making | Laissez faire |
| Styling which colleagues the same hierarchal level are invited to collaborate and facilitate joint problem solving | Lateral leadership |
| A combination of strong professional will (determination) and humility that builds and during greatness | Level 5 leadership |
| A theory that concerns how leaders influence subordinates' perceptions of their own work goals and the past they follow toward attainment of those goals | Path goal theory |
| The ability to influence others | Power |
| Leaders who talk about positive change but allow their self interest to take precedence over followers needs | Psuedotransformational leaders |
| An employee's self confidence and self respect | Psychological maturity |
| Leadership that places primary emphasis on maintaining good interpersonal relationships | Relationship motivated leadership |
| A leader who serves others needs while strengthening the organization | Servant leader |
| Rotating leadership in which people rotate through the leadership role based on which person has the most relevant skills at a particular time | Shared leadership |
| Leadership perspective proposing that universally important traits and behaviors do not exist and ineffective leadership behavior varies from situation situation | Situational approach |
| Behavior that gives purpose and meaning to organizations in visioning and creating a positive future | Strategic leadership |
| Factors in the workplace that can exert the same influence on employees as leaders would provide | Substitutes for leadership |
| Behavior the provides guidance support incorrect to see back for day-to-day activities | Supervisory leadership |
| I actions taken to ensure that the work group or organization reaches its goals | Task performance behaviors |
| Leadership that places primary emphasis on completing a task | Task motivated leadership |
| A leadership perspective that attempt to determine the personal characteristics they great leader share | Trait approach |
| Leaders who manage through transactions using their legitimate reward and course of powers to gain commands and exchange your wards for services rendered | Transactional leaders |
| A leader who motivates people to transcend their personal interests for the good of the group | Transformational leaders |
| A mental image of a possible and desirable future state of the organization | Vision |
| A situational model that focuses on the participative dimension of leadership | Vroom model |
| The application of reinforcement theory in organizational settings | (OB mod) Organizational behavior modification |
| A human needs theory postulating that people have 3 basic sets of needs that can operate simultaneously | Alderfer's ERG theory |
| The process of sharing power with employees thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization | Empowerment |
| A theory stating that people assess how fairly them untreated according to 2 key factors outcomes and inputs | Equity theory |
| Employees perception of the likelihood that their efforts will enable them to attain their performance goals | Expectancy |
| A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and and how highly they value that outcome | Expectancy theory |
| Withdrawing or failing to revise a reinforcing consequence | Extinction |
| Rewards given to a person by the boss the company or some other person | Extrinsic rewards |
| Motivation theory saying that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end | Goal setting theory |
| The degree to which individuals want personal and psychological development | Growth need strength |
| Characteristics of the workplace such as company policies working conditions pay and supervision that can make people dissatisfied | Hygiene factors |
| The perceived likelihood the performance will be followed by a particular outcome | Instrumentality |
| Reward a worker derives directly from performing the job itself | Intrinsic reward |
| Giving people additional task at the same time to alleviate boredom | Job enlargement |
| Changing the task to make it inherently more rewarding motivating and satisfying | Job enrichment |
| Changing from one routine task to another to alleviate boredom | Job rotation |
| A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated | Law of effect |
| A conception of human needs organizing needs into a hierarchy of 5 major types | Maslow's need hierarchy |
| Forces that energize direct and sustain a person's effort | Motivation |
| Factors that make a job more motivating such as additional job responsibilities opportunities for personal growth and recognition and feelings of achievement | Motivators |
| Removing or withholding and undesirable consequence | Negative reinforcement |
| A consequence of a person receives for his or her performance | Outcome |
| Applying consequences that increase the likelihood that a person will repeat the behavior that led to it | Positive reinforcement |
| Using fair process in decision making making sure others know that the process was as fair as possible | Procedural Justice |
| A set of perceptions of what employees owe their employers and what their employers owe them | Psychological contract |
| Administering and aversive consequence | Punishment |
| Programs designed to create a workplace that enhances employee well being | Quality of work life (QWL) programs |
| Positive consequences that motivate behavior | Reinforcers |
| Targets that are particularly demanding sometimes even thought to be impossible | Stretch goals |
| Herzberg's theory describing 2 factors affecting people's work motivation and satisfaction | 2 factor theory |
| The value and outcome holds for the person contemplating it | Valence |
| Feelings of security personal values confidence in employees | Forces in the manager |
| Type of leadership style the organization values type of information needed to solve the problem | Forces in the situation |
| Understanding and acceptance of organization's goals readiness to assume responsibility interest in the task or person | Forces in the subordinate |
| Effective leaders must __ • Make people responsible for their own performance • Focus on the tasks that must be accomplished • Be responsable for everyone's performances • Create a well oiled machine for which they can take credit | Make people responsible for their own performance |
| The correspondence between actions and words | Integrity |
| motivation theory that identifies the kinds of needs that people want to satisfy | Content theory |
| Under expectancy theory what are the 2 important believes that people develop: • Instrumentality • Motivation • Expectancy • Valance | Instrumentality Expectancy |
| Power expressed as a negative force such as the exploitation of others | |
| Personalized power | |
| A method of cost accounting designed to identify streams of activity and then to allocate costs across particular business processes according to the amount of time employees devote to particular activities | (ABC) Activity based costing |
| A ratio of profit to capital used or a rate of return from capital | Return on investment ROI |
| Procedures used to verify accounting reports and statements | Accounting audits |
| The values of the various items the corporation owns | Assets |
| A report that shows the financial picture of a company at a given time and itemizes assets liabilities and stockholders equity | Balance sheet |
| Control system combining 4 sets of performance measures financial customer business process and learning and growth | Balanced scorecard |
| The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences | Budgeting AKA budgetary controlling |
| The use of rules regulations in authority to guide performance | Bureaucratic control |
| Control based on the norms values shared goals and trust among group members | Clan control |
| The control process used while plans are being carried out including directing monitoring and fine tuning activities as they are performed | Concurrent control |
| Any process that directs the activities of individuals toward the achievement of organizational goals | Control |
| A liquidity ratio that indicates the extent to which short term assets can decline and still be adequate to pay short term liabilities | Current ratio |
| 11th ratio that indicates the company's ability to meet its long term financial obligations | Debt equity ratio |
| And evaluation conducted by one organization, such as CPA, a firm on another | External audit |
| Control that focuses on the use of information about previous results to corrective deviations from the acceptable standard | Feedback control |
| The control process used before operations begin including policies procedures and rules designed to ensure that planned activities are carried out properly | Feedforward control |
| A periodic assessment of a company's own planning organizing leading and controlling processes | Internal audit |
| The amounts of corporation owes to various creditors | Liabilities |
| An evaluation of the effectiveness and efficiency of various systems within an organization | Management audit |
| Focusing on short term earnings and profits at the expense of long term strategic obligations | Management myopia |
| Control based on the use of pricing mechanisms and economic information to regulate activities within organizations | Market control |
| A managerial principal saying that control is enhanced by concentrating on exceptions to or significant deviation from the expected standard or result | Principle of exception |
| And itemize financial statement of the income and expenses of a company's operations | Profit and loss statement |
| Expected performance for a given goal he target that establishes a desired performance level motivate performance and serves as a benchmark against which actual performance is assessed | Standard |
| The amount accruing to the corporation's owners | Stockholders equity |
| Prices charged by one unit for a good or service provided to another unit within the organization | Transfer price |
| What forces are examples of bureaucratic control? • Standards • Legitimate authority • Market control • Formal rules • Hierarchy | Standards Legitimate authority Formal rules Hierarchy |
| Compared to other methods of managerial control budgetary control is: Generally disrusted Commonly used Seldom used Widely recognized | Commonly used Widely recognized |
| The 6 Sigma approach is based on a statistical announces of business processes that contribute to which goals Increased competition Decrease production costs Customer satisfaction Decreased product defects | Decreased production costs Customer satisfaction Decreased product defects |
| A budget typically stated in physical units | Production budget |
| Type of budget used for departments of an organization that generate expenses but no income | Cost budget |
| Budget that includes forecast of sales by month sales area and product | Sales budget |
| Budget used for areas of the organization that incurring expenses but no revenue such as human resources and other support departments | Cost budget |
| Budget that is essential to every business show anticipated receipts and expenditures the amount of working capital available the extent to which outside financing may be acquired and the periods and and amounts of cash available | Cash budget |
| Budget used for the cost of fixed assets like plants and equipment | Capital budget |
| Budget that includes all major activities of the business brings together in chordates all the activities and of the other budgets and can be thought of as a budget of budgets | Master budget |
| A process wherein managers control work by dividing and simplifying tasks | Scientific management |
| Starts with the assumption that organizations are collections of people performing many different but related activities to satisfy customer needs | Actively based costing |
| In computer controlled production technology this strategy of control is more efficient because deviations are controlled closer to their source | Operator control |
| In computer control production technology A traditional division of labor with specialist taking corrective action | Specialist control |
| Type of a control that does not assume the interests of the organization and individuals naturally diverge | Clan control |
| Limiting measures dysfunctional or departmental responsibilities rather than the organization's overall objectives | |
| Provincialism | |
| Using measures that make managers and the organization look good | Vanity |
| Measuring from the employees managers or company's point of view rather than the customers | Narcissism |
| Neglecting to expend the effort to analyze what is important to measure | Laziness |
| Measuring just one component of what effects business performance | Pettiness |
| Failing to consider the way standards will affect real world human behavior and company performance | Inanity |
| Making excuses report performance rather than taking performance standard seriously | Frivolity |
| A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests | Accommodation |
| Group 2nd troll decisions about and execution of a complete range of tasks | Autonomous work group |
| A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement | Avoidance |
| The degree to which a group is attractive to its members members motivate to remain in the group and members influence one other | Craziness |
| A style of dealing with conflict emphasizing both cooperation and a sort of notes to maximize both parties satisfaction | Collaboration |
| A style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person goals | Competing |
| A style of dealing with conflict involving moderate attention to both parties concerns | Compromise |
| 18 number keeps abreast of current development and provides the team with relevant information | Gatekeeper |
| A collection of people who interact to undertake a task but do not it's necessarily perform as a human or achieve significant performance Improvements | Group |
| A team strategy that entails making decisions with team and then informing outsiders of its intentions | Informing |
| Teams that Courtney and provide direction to the sub units under their jurisdiction and integrate work among subunits | Management teams |
| A 3rd party who intervenes to help others manage their conflicts | Mediator |
| Shared beliefs about how people should will think and behave | Norms |
| 18 strive you that entails simultaneously emphasizing internal team building and achieving external visibility | Parading |
| Teams that operate separately from regular work structure and exist Temporarily | Parallel teams |
| 18 shares that requires team members to interact frequently with outsiders diagnoser needs an experiment with solutions | Probing |
| Teams that work on long term projects but this band once the work is completed | Project and development team |
| Voluntary groups people drawn from various production teams who make suggestions about quality | Quality circles |
| Different sets of expectations for how different individual should behave | Roles |
| Team for the responsibilities of autonomous work groups plus control over hiring firing and deciding what task members perform | Self designing team |
| Autonomous Work groups in which workers are trained to do all or most of the jobs in a unit have no immediate supervisor and make decisions previously made by frontline supervisors | Self managed teams |
| Groups that make decisions about managing and carrying out major production activities like get outside support for quality control and Maintenance | Semi autonomous work groups |
| Working harder when in a group than when working alone | Social facilitation effect |
| Working less hard and being less productive when in a group | Social loafing |
| Higher level goals taking pride over specific individual or group roles | Super ordinate goals |
| An individual who has more advanced job related skills and abilities and other group members possess | Task specialist |
| A small number of people with complimentary skills who are committed to a common purpose set up performers goals and approach for which they hold themselves mutually Accountable | Team |
| Individual who develops and maintains team harmony | Team maintenance specialist |
| Groups that have no managerial responsibilities | Traditional work groups |
| Work groups composed of multinational members whose activities span multiple countries | Transitional teams |
| Teams are physically dispersed and communicate electrically more than face-to-face | Virtual teams |
| Teams that make or do things like manufacture assemble sell or provide service | Work teams |
| Provincialism | |
| Using measures that make managers and the organization look good | Vanity |
| Measuring from the employees managers or company's point of view rather than the customers | Narcissism |
| Neglecting to expend the effort to analyze what is important to measure | Laziness |
| Measuring just one component of what effects business performance | Pettiness |
| Failing to consider the way standards will affect real world human behavior and company performance | Inanity |
| Making excuses report performance rather than taking performance standard seriously | Frivolity |
| A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests | Accommodation |
| Group 2nd troll decisions about and execution of a complete range of tasks | Autonomous work group |
| A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement | Avoidance |
| The degree to which a group is attractive to its members members motivate to remain in the group and members influence one other | Craziness |
| A style of dealing with conflict emphasizing both cooperation and a sort of notes to maximize both parties satisfaction | Collaboration |
| A style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person goals | Competing |
| A style of dealing with conflict involving moderate attention to both parties concerns | Compromise |
| 18 number keeps abreast of current development and provides the team with relevant information | Gatekeeper |
| A collection of people who interact to undertake a task but do not it's necessarily perform as a human or achieve significant performance Improvements | Group |
| A team strategy that entails making decisions with team and then informing outsiders of its intentions | Informing |
| Teams that Courtney and provide direction to the sub units under their jurisdiction and integrate work among subunits | Management teams |
| A 3rd party who intervenes to help others manage their conflicts | Mediator |
| Shared beliefs about how people should will think and behave | Norms |
| 18 strive you that entails simultaneously emphasizing internal team building and achieving external visibility | Parading |
| Teams that operate separately from regular work structure and exist Temporarily | Parallel teams |
| 18 shares that requires team members to interact frequently with outsiders diagnoser needs an experiment with solutions | Probing |
| Teams that work on long term projects but this band once the work is completed | Project and development team |
| Voluntary groups people drawn from various production teams who make suggestions about quality | Quality circles |
| Different sets of expectations for how different individual should behave | Roles |
| Team for the responsibilities of autonomous work groups plus control over hiring firing and deciding what task members perform | Self designing team |
| Autonomous Work groups in which workers are trained to do all or most of the jobs in a unit have no immediate supervisor and make decisions previously made by frontline supervisors | Self managed teams |
| Groups that make decisions about managing and carrying out major production activities like get outside support for quality control and Maintenance | Semi autonomous work groups |
| Working harder when in a group than when working alone | Social facilitation effect |
| Working less hard and being less productive when in a group | Social loafing |
| Higher level goals taking pride over specific individual or group roles | Super ordinate goals |
| An individual who has more advanced job related skills and abilities and other group members possess | Task specialist |
| A small number of people with complimentary skills who are committed to a common purpose set up performers goals and approach for which they hold themselves mutually Accountable | Team |
| Individual who develops and maintains team harmony | Team maintenance specialist |
| Groups that have no managerial responsibilities | Traditional work groups |
| Work groups composed of multinational members whose activities span multiple countries | Transitional teams |
| Teams are physically dispersed and communicate electrically more than face-to-face | Virtual teams |
| Teams that make or do things like manufacture assemble sell or provide service | Work teams |
Created by:
Cat7