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BUS 160 > Chapters 6-10 > Flashcards

Chapters 6-10 Flashcards

(75 cards)

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1
Q

Management

A

a process designed to achieve companies objectives by using its resources EFFECTIVELY and EFFICIENTLY

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2
Q

effective

A

having the intended result

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3
Q

efficient

A

accomplishing the task with the minimum amount of resources

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4
Q

managers

A

individuals in an organization who make decisions about use of resources and are involved in planning, organizing, staffing and directing

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5
Q

5 Functions of Management

A

1) Planning (planning activities to achieve objective)
2) Organizing (getting resources to achieve objective)
3) Staffing (staffing company with quality people)
4) Directing (Directing employees toward objective)
5) Controlling (controlling activities to stay on course)

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6
Q

strategic plan

A

plans that establish long-range objectives and overall strategy by which a firm fulfills its mission (3-5 years)

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7
Q

tactical plans

A

short-range plans designed to implement activities/objectives into the strategic plan (1 year or less)

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8
Q

operational plans

A

very short term plans that specify actions of individuals, work groups and departments (day to day operations)

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9
Q

downsizing

A

elimination of a significant amount of employees, usually middle management

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10
Q

3 Levels of management

A

1) Top Management (president, VP, CEO, Executives)
2) Middle Management (Plant/division/department manager)
3) first-line management (supervisor or office manager)

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11
Q

Autocratic Leadership

A

make all decisions then tell people how they want it done

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12
Q

Democratic Leadership

A

Involve employees in decision making

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13
Q

Free-reign leadership

A

let employees work without interference

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14
Q

Authentic leadership

A

doesn’t fit into one of the 3 styles of leadership, the leader floats around all elements (not a style of leadership)

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15
Q

Decision Making Process

A

1) Recognize and define the problem
2) Develop options
3) analyze options
4) choose best option
5) implement decision
6) monitor consequences

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16
Q

Organizational culture

A

a firms shared values, beliefs, traditions, rules and philosophies

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17
Q

2 Types of organizational culture

A

1) formal = written down (mission statement)

2) informal = not written down (dress code/work habits)

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18
Q

specialization

A

the division of labor into small specific tasks to improve efficiency

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19
Q

organizational chart

A

visual display of the chain of command

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20
Q

departmentalization

A

the grouping of jobs into working units usually called departments, units, groups or divisions

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21
Q

functional departmentalization

A

grouping of jobs that preform similar tasks

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22
Q

product departmentalization

A

organization of jobs related to products

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23
Q

geographical departmentalization

A

grouping of jobs based on geographical location

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24
Q

customer departmentalization

A

arrangement of jobs based on types of customers

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25
responsibility
the obligation placed on employees thru delegation to preform assigned tasks and will be held accountable for the proper execution of work
26
accountability
the principle that employees who accept an assignment are answerable (responsible) for the outcome
27
centralized organization
pyramid style where all authority is at the top
28
decentralized organization
spreads authority thru out an organization
29
span of management
the number of subordinates that report to a manager
30
line structure
- simplest organizational structure | - direct lines of authority extend from top manager to lowest level of organization
31
line and staff structure
traditional line relationship between superior and subordinates but have special staff managers that are there to assist line managers
32
multi-divisional structure
a structure that organizes departments into larger groups called divisions
33
matrix structure
sets up teams from different departments, creating 2 or more intersecting lines of authority
34
relationship between groups and teams
all teams are groups, but not all groups are teams
35
group
2 or more individuals who communicate and work toward a common goal but divide work and are equally responsible
36
team
small group whose members have complementary skills and share a common goal and are all responsible as a whole
37
committee
a permanent, formal group that preforms a specific task
38
task force
temporary group that is responsible for bringing about a particular change
39
upward communication
communication flows from lower to higher level of the organization
40
downward communication
communication flows from higher to lower level of organization
41
Horizontal Communication
Exchange of information among colleagues on the same level
42
Diagonal Communication
When different levels of an organization communicate
43
Nonverbal communication
hand movements, head nodding and body language used when communicating
44
Informal communication
separate from formal channels of communication and is referred to as the grape vine or off the record
45
motivation
the internal drive that directs a persons behavior towards their goals
46
motivation process
need -> goal directed behavior -> need satisfaction
47
intrinsic rewards vs extrinsic rewards
intrinsic is personal satisfaction and extrinsic is benefits or recognition from someone else
48
Classical Theory of Motivation
- says money is the sole motivator for workers | - Frederick Taylor/ Franklin and Lillian Gilbert made this in the early 20th century
49
The Hawthorne Studies
- Elton Mayo | - Said that physical work conditions stimulate productivity
50
Maslow's Hierarchy of needs
Pyramid from top to bottom 1) self actualization needs (Need to be best self u can) 2) esteem needs (need for respect from others/self) 3) social needs (love, companionship and friendship) 4) security needs (protect from physical harm) 5) physiological needs (food, shelter, water)
51
McGregor's Theory X
Traditional view of management where it is assumed that workers don't like their jobs and must be forced to work
52
Mcgregor's Theory Y
Humanistic view of management where it is assumed that workers like to work and that under proper conditions employees will seek responsibility to satisfy needs
53
Theory Z
A management philosophy that stresses employee participation in all aspects of company decision making.
54
Equity theory
An assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness of equity or rewards they will receive from their work
55
How does the US implement Theory Z in business
Quality Circles (group of employees that meet and assess how they can improve the company)
56
Expectancy theory
The assumption that motivation depends not only on how much a person wants something but also on how likely they are to get it (having a reason to be optimistic)
57
Behavior modification
Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself (rewarded behavior will be repeated and punished behavior will be eliminated)
58
Flex time
a program that allows employees to choose their starting and ending times, provided that they work a certain core time per week
59
Compressed work week
working a full 40 hours in 4 days or less
60
how does the economic environment change employee motivation
- recession economy = morale is lower due to jobs being cut | good economy = high morale and more demanding employees
61
Job Analysis
Study and Observation determines information about a job such as necessary knowledge, ability and skills
62
Job Discription
Formal, written explanation of a specific job that includes job title, required skills, and job responsibilities
63
Job Specification
Description of necessary qualifications for a job
64
internal vs external recruiting
internal is picking from current employees and external refers to linked in internships and things like that
65
Orientation
familiarizes newly hired employees with the company (not the same as training)
66
types of training
- teaches employees to do specific job tasks - on the job is work experience - classroom training is lectures and videos
67
Types of Appraisal
objective = a quantifiable appraisal subjective = ranks employees against each other 360 degree = provides feedback from a panel of supervisors/peers
68
ESOPs
Employee Stock Ownership Plans where stock is distributed as a form of profit sharing
69
Diversity
Participation of different age, gender, race etc...
70
Primary Characteristics of Diversity
inborn and unchangeable
71
Secondary Characteristics of Diversity
can be changed
72
mediation
solves a separation dispute between employee and company but is not legally binding
73
Arbitration
Solves a separation dispute between employee and company and is legally binding
74
Benefits of Diversity
1) More productive use of HR 2) Reduced conflict as you learn to respect differences 3) More productive work relations 4) Increased commitment to goals 5) Increased innovation and creativity 6) Increased ability to serve diverse customers
75
Breakdown of wage and benefits
70% is wage, 30% benefits and 7.6% legally required benefits

BUS 160 (3 decks)

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