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BA101 Midterm 2

Controlling function of evaluating an organization's performance against its objectives
corporate culture organization's system of principles, beliefs, and values
delegation managerial process of assigning work to employees
departmentalization process of dividing work activities into units within the organization
empowerment giving employees shared authority, responsibility, and decision making with their managers
leadership ability to direct or inspire people to attain certain goals. ability to influence others to WILLINGLY follow your guidance.
management process of achieving organizational objectives through people and other resources. managers today are more team players and reliant on good communication.
mission statement written explanation of an organization's business intentions and goals
objectives guideposts by which managers define the organization's desired performance in such areas as new product development, sales customer service, growth, environmental and social responsibility, and employee satisfaction
in what areas are managers defining the organization's desired performance new product development, sales, customer service, growth, environmental and social responsibility and employee satisfaction
organization structured group of people working together to achieve common goals
organizing process of blending human and material resources through a formal structure or tasks and authority; arranging work, dividing tasks among employees, and coordinating them to ensure implementation of plans and accomplishment of objectives
planning process of anticipating future events and conditions and determining courses of action for achieving organizational objectives
SWOT analysis strength, weakness, opportunities, threats. systematically evaluating all four of these factors, a firm can develop the best strategies for gaining a competitive advantage
management hierarchy top managers-provide overall direction for company activities, middle managers-implement the strategies of top managers and direct the activities of supervisors, and supervisors interact directly with workers.
3 basic managerial skills technical, human or interpersonal and conceptual
2 standards in business success vision and ethical
vision standard the founder's perception of marketplace needs and the firm's methods for meeting them. Vision helps clarify a firms purpose and the actions it can take to make the most opportunities
ethical standards standards can help build success for a firm through job satisfaction and customer loyalty
3 types of planning strategic, operational and tactical
purpose of planning process identifies organizational goals and develops th eactions necessary to reach them. helps a company turn vision into action, take advantage of opportunities and avoid costly mistakes
strategic planning a far-reaching process. vies te world through a wide-angle lens to determine the long-range focus and activities
operational planning sets standards and work targets for functional areas such as production, human resources and marketing
tactical planning focuses on the current and short-range activities required to implement the organization's strategies
strategic planning process (1)define organization's mission statement(2)assess competitive position(3)set objectives(4)create strategies for competitive differentiation(5)turn strategy into action (6)evaluate results and refine plan(7)return to organization's mission statement
management performs what roles PODC- planning, organizing, leading/directing and controlling
senior management (top management) conceptual skills
middle level management HR, conceptual, technical skills
supervisory technical skills, HR skills
manager roles by virtue of formal authority status informational, interpersonal, decisional
informational MC Student-monitor information, communicate, spokesperson
interpersonal FLooR- figurehead, leader or often relation builder
decisional (key role) NERD- negotiator, entrepreneur, resource allocator, disturbance handler
questions when planning (essential to planning process) (1)where are we now? (2)where doe we want to go? (3)how do we get there? (4) How will we know we've arrived? (5) where were we? (vital to planning)
2 major types of decision making programmed and non-programmed
programmed following the script(policy)when solving a frequently occurring problem
non-programmed forms a response to a complex or unique problem
non-programmed decision making process (1)recognize problem/opportunity (2)develop alternative course of action (3)evaluate alternatives (4)select & implement chosen alternative (5)follow up to determine effectiveness of decision (6)modify decision if necessary
3 types of leadership styles autocratic, democratic and free-rein
best leadership style depends on what 3 elements the leader, followers and situation
autocratic my way or the Highway, tell style, sell-telling why
democratic asking for input, census (all or none)*higher skilled workers
free-rein minimal supervision, subordinates are allowed to make most of decisions. *works best with high skilled and motivated employees
how should goals be to be effective SMART-specific, measurable, attainable, relevant and time
types of decision making (1)intuition (don't bother with facts) (2)sanctifying (fast) (3)optimizing(better but takes longer)
group decision making Group decision making generally produces better decisions. takes longer, leads to riskier decisions can be flawed if the group dynamics don’t work well (one person dominates or “group think”
optimization increases efficiency through 2 things division of labor and specialization
departmentalization the setting up of individual departments to do specialized tasks
issues to consider when organizing unity of command (1 boss), hierarchy (chain of command), span of control (how many people a person can handle)
centralization advantages and disadvantages advantages of centralization-greater control; disadvantages-less responsive to clients, less empowerment to employees, longer decision making
decentralization advantages and disadvantages advantages-faster decision makeing, more responsive to change, higher moral, more empowerment to EE's; disadvantages: less control from top management, less efficient for economies of scale, more complex distribution and buying functions.
cultural culture Corporate culture refers to an organization’s principles, beliefs, and values. It typically is shaped by a firm’s founder and perpetuated through formal programs such as training, rituals, and ceremonies,
five major forms of departmentalization It may be based on products, geographical locations, customers, functions, or processes.
four main types of organization structures. Most firms implement one or more of four structures: line, line-and-staff, committee, and matrix structures.
unity of command 1 boss only
span of control simpler the work easier to supervise, complicated the work harder to supervise
scalier concept certain amount of people reporting to others
controlling (continuing cycle) (1)establish a standard (2)measure against it (3) comparison of standard (4)communicate the result (5) take corrective action if necessary (6)ensure standard is realistic (7)reset the standard
collective bargaining process of negotiation between management and union representatives
compensation amount employees are paid in money and benefits
downsizing process of reducing the number of employees within a firm by eliminating jobs
employee benefits additional compensation (e.g. vacation, retirement plans, health)
employee separation broad term for fair and equitable treatment
expectancy theory process people use to evaluate the likelihood that their efforts will yield the results they want, along with the degree to which they want those results
goal-setting theory people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement
human resources mgmt function of attracting, developing and retaining employees who can perform the activities necessary to accomplish organizational objectives
labor unions group of workers who have banded together to achieve common goals in the areas of wage, hrs & working conditions
management by objective systematic approach that allows managers to focus on attainable goals and to achieve the best results based on the organization's resources
maslow's hierarchy of needs theary proposed by abraham maslow. Theory is: people have five levels of needs that seek to satisfy: physiological, safety, social, esteem and self-actualization
outsourcing transferring jobs from inside a firm to outside the firm
performance appraisal evaluation of and feedback on an employees job performance
salary pay calculated on a periodic basis, such as weekly or monthly
wage pay based on an hourly rate or the amount of work accomplished
manager vs leader managers focus on maintaining stability, keeping order, meeting the objective. Leaders embrace change, challenge the status quo and create and communicate a vision and get others to share that vision. "lay the track"
power authority: position by position (formal). Informal: expertise (charismatic leader)
motivation does what to behavior motivation is what activates behavior, directs behavior towards a goal and what sustains that behavior.
businesses must motivate people to (leaders want or expect) (1)join company (2) come regularly (3) perform at highest level (4)Exhibit core citizenship (loyalty) (5) stay with company
Herzberg way to motivate (KITA) Kick in the butt: Negative psychological-no bonus, work weekends. Positive (a treat).
KITA is about movement not motivation if treat is given, when you want to do again they expect treat. intrinsic reward. reward comes from inside (intrinsic) not out (extrinsic). not true motivation still frequently used, quickest method.
maslow's hierarchy of needs (1)physiological (2)safety (3)social (4)ego/esteem (5)self-actualization
herzberg motivators ARM RAG achievement, recognition, meaningful work, recognition, advancement and growth potential. when factors present workers motivated
goal setting theory based on collaboratively setting goals and objectives with the employee. MBO management by objective
four main elements necessary to be motivated (goal setting theory) SMART (1)specific (2)measurable (3)attainable (4)relevant (5)time-bound
expectancy theory based on employee beliefs about the task and the reward
expectancy theory motivators (1)do i believe i can accomplish this task (2)do i value the reward (3)do i believe(trust) that if i accomplish task i get reward (5)if all yes then worker is more apt to work harder
equity theory is the company treating me fairly or poorly, unfairly
equity theory outcomes (1)worker harder (2)work less (3)request more outcomes (4) quit
HR in charge of what (1)staffing (2)getting them to perform at their best (3)compensating & providing fringe benefits (4)counseling &terminating employees
biggest challenge for HR ensuring that the company complies with all laws regarding the hiring, treatment & termination
staffing and recruitment (1)hire from within (cheapest) (2)hire from outside (fulltime, temp, consultant)
interviews interviewers trained to avoid asking illegal questions governed by EEOA. interviews are 50% over in the first minute
Types of orientations formal orientations-generally done by new boss, informal by hr (orientation)
Created by: chapina2maggie



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