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PHR > Chapter 4 - Business Management > Flashcards

Chapter 4 - Business Management Flashcards

1
Q

Outlines what the organization wants to be in the future. Created by the board of directors, the senior executives, or a combination of the two

A

Vision

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2
Q

describes what will be achieved by organizational success

A

Mission

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3
Q

tasks are divided into separate duties, grouping people and jobs together. The purpose is so that work can be coordinated. It can be functional in nature, divisional, or matrix

A

Departmental

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4
Q

an employee typically reports to one manager in an up-down format, with a clear line of decisions and authority

A

Chain of Command

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5
Q

refers to the number of individuals who report to a single supervisor

A

Span of Control

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6
Q

tasks are divided into specific jobs and workers are considered skilled labor

A

Work Specialization

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7
Q

pulls decision-making authority to a central level of management, such as a headquarters

A

Centralized

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8
Q

pushing the authority level and decisions out to units, such as regional divisions

A

Decentralized

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9
Q

six types of organizational structures?

A

Departmental
Chain of command
Span of control
Work specialization
Centralized or decentralized
Matrix

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10
Q

phases in the organizational life cycle?

A

startup
growth
maturity
decline
rebirth or death

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11
Q

the organization establishes its market share and niche loyal customer base. bureaucracy is a challenge

A

maturity

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12
Q

leadership is a challenge

A

startup

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13
Q

delegation is a challenge

A

growth

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14
Q

resistance and complacency is a challenge. becoming inefficient and top-heavy with bureaucracy

A

decline

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15
Q

innovation and challenge management. phase is characterized by a need for reinvigoration in order to survive, which means a retooling of the business with new vision, focus, and strategies

A

rebirth

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16
Q

forecasting, setting goals and objects, determining actions and courses of direction

A

planning

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17
Q

the process of creating order out of chaos. It involves collecting process steps and information about the desired goal and then structuring the methods to achieve the goal

A

organizing

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18
Q

getting people to willingly do what is wanted or needed

A

directing

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19
Q

monitoring activity to ensure that everything is carried out according to a plan

A

controlling

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20
Q

prohibits American companies from making bribery payments to foreign officials for the purpose of obtaining or keeping business

A

Foreign Corrupt Practices Act of 1997

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21
Q

requires employers to maintain employment records for hours worked, race and sex identification, and work permits for minors

A

Fair Labor Standards Act (FLSA)

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22
Q

requires employers to validate all employment screening processes, including written tests and interviews

A

Civil Rights Act of 1964

23
Q

requires employers to confirm that men and women are being paid the same if they are doing the same work under the same or similar conditions

A

Equal Pay Act

24
Q

requires employers to provide job accommodations when requested and when it would not impose an undue hardship on the employer.

A

Americans with Disabilities Act

25
Q

requires employers to monitor work locations to assure they are safe, correcting any safety problems before an injury can happen

A

Occupational Safety and Health Act (OSHA)

26
Q

requires each new employee to complete Form I-9 proving they have the right to work in this country and that they are who they say they are

A

Immigration Reform and Control Act of 1986

27
Q

define the moral principles and values that establish an organization’s expectations of conduct from its leadership and employees

A

corporate ethics

28
Q

Production process, quality assurance process

A

manufacturing

29
Q

Billing process, expense reimbursement process

A

finance

30
Q

Application process, drug testing process

A

employment

31
Q

Audit trail process, security of accounts process

A

banking

32
Q

Employee data tracking process, policy development process

A

HR

33
Q

Form I-9 audit process, IRS reporting process

A

compliance

34
Q

risk analysis, identification of safety threats, workplace violence prevention programs, injury and illness prevention programs (IIPPs), and domestic violence issues

A

safety and security

35
Q

Lewin concluded that there are three stages of change management that are good for use with deep dives into organizational changes

A

Unfreeze the organization
Change the organization
Refreeze the organization

36
Q

McKinsey 7-S Model

A

Strategy
Structure
Systems
Shared
Style
Staff
Skills

37
Q

Kotter’s Theory

A

Create a sense of urgency
Build a guiding coalition
Form a strategic vision
Enlist a volunteer army
Remove barriers and reduce friction
Generate short-term wins
Sustain acceleration
Make the changes institutional

38
Q

McKinsey 7-S Model

A

strategy
structure
systems
shared values
style
staff
skills

39
Q

addresses issues related to employees, customers, clients, the public, and vendors/suppliers. the process of managing liabilities related to these populations in ways that will protect the employer organization and not be so heavy handed that the organization can’t function well in performing its mission

A

risk management

40
Q

The process of protecting an organization from financial harm by identifying, analyzing, financing, and controlling risk is a shared responsibility among several areas in an organization

A

Hazard (Risk) Identification and Communication

41
Q

Eliminate the risk at any cost.

A

risk avoidance

42
Q

Reduce the number of occasions that loss occurs

A

loss control

43
Q

requires that a reserve fund be established to pay for any loss since the employer is self-insured under this model.

A

risk retention

44
Q

Insuring against a particular loss will move the liability from the employer to an insurance carrier.

A

risk transfer

45
Q

determining how much of a product or service is able to be produced with the available materials, labor, and equipment (known as inputs) as well as what changes in inputs are required by fluctuating customer demands.

A

capacity

46
Q

the way in which the goods or service will be produced: for example, the design of an assembly line or, in the case of a service, the process to be used in providing it, such as a model plan or protocol for a financial audit.

A

production layout

47
Q

make sure the products or services are available at times of peak customer demand.

A

scheduling

48
Q

ensures that the product or service meets acceptable standards

A

Quality Management, or quality assurance (QA)

49
Q

the balancing of two conflicting needs related to inventory: the cost of maintaining a large inventory and the need to satisfy customers by filling orders promptly.

A

inventory management

50
Q

Increasing the use of technology can improve product quality and the amounts that are produced.

A

technology

51
Q

Evaluating the best places to locate production facilities involves many considerations: the cost of labor, distribution systems, and government regulations, to name a few

A

facility location

52
Q

As with all business functions, operations must provide products or services that meet the quality standards set by the organization at the lowest possible cost.

A

cost control

53
Q

encompasses all the activities necessary to produce the goods or services of the business

A

operations

PHR (5 decks)

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