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Nutr 466 > Chapter 9 > Flashcards

Chapter 9 Flashcards

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1
Q

what is an organization?

A

a group of ppl working together in structured and coordinated way to achieve goals

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2
Q

3 concepts important to process of management

A

authority, responsibility, accountability

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3
Q

efficiency vs effectiveness

A

doing things right vs. doing the right things

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4
Q

what are the three levels of an org?

A

technical, organizational, policy making

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5
Q

role of first line managers?

A

technical core responsible for day to day operational stuff

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6
Q

role of mid managers?

A

coordinate activities that implement policies of org and facilitate activities at technical lvl, and communication tween first line and top, function at org level

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7
Q

role of top managers?

A

execs that control org, develop vision, establish policies

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8
Q

inverted pyramid model is called:

A

TQM managerial levels (mngment base, employees, customers at top)

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9
Q

how are companies reacting to competitive and tech change?

A

create small org units, form cross-functioning teams, empower employees, reduce amount of org levels, emphsize vision and values, take advantage of internet

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10
Q

3 types of roles for manager (Mintzberg)

A

informational, interpersonal, decisional

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11
Q

what are the three interpersonal roles?

A

figurehead, leader, liason (relationships)

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12
Q

what are the three informational roles?

A

spokesperson, monitor, disseminator (communication)

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13
Q

what are the four decisional roles?

A

entrepeneur, disturbance handler, resource allocator, negotiator

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14
Q

Katz’s three basic types of skills:

A

technical, human, conceptual

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15
Q

an ability that can be developed and manifested in performance

A

skill

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16
Q

what are the 5 management functions?

A

planning, organizing, staffing, directing, controlling

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17
Q

what is a policy?

A

general guide to organizational behaviour developed by top level mngmt

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18
Q

what is a procedure?

A

chronological sequence of activities

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19
Q

what is a method

A

details for one step of a procedure

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20
Q

Kast and Rosenzweig’s 4 dimensions of planning?

A

repetitiveness, time span, level of mngmt, flexibility

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21
Q

pros and cons of standing plan?

A

pro: uniformity of operations throughout system con: create resistance to change

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22
Q

what is operational planning?

A

short range, <1 year

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23
Q

long range planning encompasses a ____ year cycle

A

5

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24
Q

what is strategic planning?

A

continuous systematic process where ppl make decisions about intended future outcomes, how to be accomplished, and how measure/evaluate

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25
what is a strategy?
pattern of purposes and policies defining company and its business
26
what are diffs between strategic and long range planning?
strategic rely on identifying and overcoming issues, while long range focus on specifying goals and objectives and translating into work programs; strategic focus more on internal and external enviro of org; strategic is more idealistic, strategic is more action oriented
27
what is organizing?
management fxn of grouping activities, delegating authority, coordinating relationships horizontally and vertically (org chart, labor divisions)
28
what is staffing?
mngmt fxn determining appropriate # of employees needed by org for work need be accomplished
29
staffing carried out mostly by __ dpt and responsibility for staffing lies with __ managers
personnel; line
30
steps in staffing:
human resources planning, recruitment, selection, orientation, training, development, performance appraisal, compensation
31
what are fringe benefits?
insurance programs, leave time, retirement
32
what is directing?
mngmt fxn of directing human resources for accomplishment of objectives
33
dimensions of directing?
morale, satisfaction, productivity, communication
34
what is controlling?
process of ensuring that plans are being followed
35
what is a standard?
definition of what is expected to happen
36
3 steps of controlling:
1) measure actual performance against desired performance 2) analyzing deviations between actual and desired and determine acceptability 3) taking action to correct unacceptable deviations
37
organization in which lines of authority which create order are established
traditional organization
38
traditional org is defined by the following:
org chart, job descriptions, position guides, differentiation/departmentalization, integration, delegation of authority, admin systems
39
in this type of organization, employers are challenged to improve quality of work life and develop corporate/org culture
innovative
40
innovative org characterized by these things:
sociability, empowered decision making, new bases of management power, personal consideration, team based with group recognition, self-fulfillment, flat hierarchy, emphasis on vision and values, managers as change agents , tech savvy
41
how work is organized by manager and how jobs are designed
quality of work life
42
process of influencing the activities of an individual or a group in efforts toward goal achievements in a given situation
leadership
43
what is corporate/org culture?
shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an org together
44
positive cultures have these qualities in common:
integrity, bottom up, having fun, community involvement, emphasis on physical health
45
what is the caring culture checklist?
have a written mission statement that you remind employees of, have a hands on style of management, foster open relationships, empower, give incentives, recognize superior performance, give employees an ownership stake
46
what is the scalar principle?
indicates that clear and unbroken line of authority extends from bottom to top position in org
47
this structure is often used for special projects where experts from variety of department s pulled together to work with project manager on specified project
matrix
48
what is the parity principle?
amount of authority and accountability shhould be equal
49
what is span of control?
of people one person can supervise effectively
50
span of control determined by:
org policies, availability of staff experts, competence of staff, objective standards, nature of work, distribution of workforce
51
Graicunas definition of appropriate span (early theory):
5-6 subordinates
52
departments are commonly organized by:
function, product, geography, customer, process, equipment, or time
53
3 basic functions of most organizations:
production, sales, finance
54
this type of departmentalization is not common in FS except in large conglomerate orgs
product and service
55
these are similar to function departmentalization
process/equipment
56
a position in the direct chain of command
line position
57
a position intended to provide expertise, advice, and support for line pos.
staff position
58
Two times when staff have authority over employees:
1) in their own departments 2) over line in restricted areas of activity
59
degree to which managerial positions are concentrated in staff positions
administrative intensity
60
LIkert describes managers as:
linking pins
61
Carroll proposed that business org have four responsibilities:
economic (must do), legal (have to do), ethical (should do), discretionary (might do)
62
what is a parochial attitude?
inability to recognize diffs between ppl
63
what is geocentric attitude?
focuses on finding the best approach regardless of national origin
64
national cultures differ on nine dimensions:
assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation, humane orientation
65
economy in which supply and demand in marketplace drive what is produced
market economy (free market, capitalist)
66
economy in which a central planning agency determines what to produce, when to produce, who can produce, and in what quantities to produce
command economy (gov controlled)
67
a ___ market allows free trade among members but establishes trade policy with nonmembers
common
68
what is a quota?
a specified amount that can be produced
69
what is a subsidy?
gov. payments to domestic producers to make product more competitive in market
70
the art/science of influencing others or holding control
politics
71
main political techniques:
acquisition of favours that must be repaid, alliances, currying favour, constituency building, conviviality
72
6 characteristics of strategic thinking:
1) intent focused 2) comprehensive 3) opportunistic 4) long term oriented 5) builds on past and present 6) hypothesis driven
73
4 steps in strategic management?
environmental scan, strategy formation, strategy implementation, evaluations and control
74
3 bases for strategies:
cost leadership, differentiation, focus
75
what is the five forces framework?
new entry, rivalry, substitutes, suppliers, buyers

Nutr 466 (8 decks)

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