finals Flashcards
(202 cards)
1
Q
any process that accepts inputs and uses resources to change those inputs in useful way
A
operations
2
Q
process of efficiently and effectively planning, organizing, and controlling operations to achieve objectives.
A
operations management (Aldag and Stearns)
3
Q
closely tied to the cost and resource utilization of a task. It is about
accomplishing a job with lower expenses compared to someone else performing the same task,
signifying greater efficiency
A
Efficiency
4
Q
pertains to achieving goals. When someone successfully
meets their objectives, such as producing 10,000 units in a month, they are considered effective.
A
Effectiveness
5
Q
administration of business practices
to create the highest level of efficiency possible within an organization. It is concerned with
converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.
A
operations management (Hayes A.)
6
Q
engineer is tasked with identifying strategies to enhance the quality of products or services while simultaneously reducing costs within their department.
A
engineering manager
7
Q
their core duty is to take the
conceptual design of a product and translate it into a tangible reality. This involves specifying the
exact machinery, tools, and production processes needed for the efficient and effective
manufacturing of the product. They need to ensure that the product can be produced at scale with
precision and in a cost-effective manner.
A
manufacturing engineer
8
Q
complex process of progressively transforming raw resources into a
finished product
A
manufacturing
9
Q
differentt type of manufacturing process
A
- job shop
- batch flow
- worker-paced line flow
- machine-paced line flow
- continuous flow
- batch/continuous flow hybrid
10
Q
Types of transformation process
A
a. manufacturing services
b. service processes
11
Q
based on sales orders for variety of small lots
production facility that specializes in providing customized or made-to-order products, parts, or services for a variety of clients
A
job shop
12
Q
process is where lots of generally own designed products are
manufactured. It is a method used to produce goods in batches, where each batch consists of a specific quantity of products that are produced as a group before moving on to the next batch.
A
batch flow process
13
Q
refers to a production layout arranged in a sequence to accommodate processing of large volumes of standardized products or services.
-pace of work is determined by the worker
A
worker-paced line flow
14
Q
process produces mostly standard products with machines playing a significant role. It is also known as an automated assembly line with automated machinery, is a manufacturing process in which products are assembled, processed, or manufactured with the primary driving force being automated machinery and equipment, rather than human labor
A
machine-paced line flow
15
Q
characterized by the rapid rate at which items move through the system. This processing method is very appropriate for producing highlystandardized products like calculators, typewriters, automobiles, televisions, cellular phones,etc. uninterrupted manner
A
continuous flow
16
Q
refer to the provision of services to persons by hand or with machinery.
structured series of activities, steps, and procedures designed to deliver a specific service to a customer or client
A
service process
17
Q
offers a limited mix of services which results to some economies of scale in operations
requires low labor intensity and little or no customer interaction or customization.
A
service factory
18
Q
provides a diverse mix of services. The layout used are those for job shops or fixed position and are adaptable to various requirements
refers to a type of service delivery model characterized by a flexible and adaptable approach to meeting customer needs.
A
service shop
19
Q
organization that caters to the needs of a vast number of individuals concurrently. To meet this demand, they employ distinctive methods of service
delivery
A
mass service company
20
Q
specialize in providing specialized services to other businesses or individuals
A
professional service firms
21
Q
serves as an integral
component, similar to a foundational structure or framework that orchestrates various
activities leading to value creation
A
production system
22
Q
six important activities of production systems
A
- Product Design
- Production Planning and Scheduling
- Purchasing And Materials Management
- Inventory Control
- Work-Flow Layout
- Quality Control
23
Q
crucial aspect of creating products that meet customer
expectations by delivering reliable performance in line with their intended functions.
A
product design
24
Q
described as the process
of predicting future sales for a specific product, translating these predictions into the
demand they generate for various production facilities, and making arrangements for
securing these facilities.
A
Production planning
25
phase of production control that involves
creating schedules that detail the duration of each operation in the production process
scheduling
26
must be undertaken with a high degree of efficiency and effectiveness specially in firms
engaged in high volume production.
purchasing and materials management
27
the approach that seeks efficiency of operation
through integration of all material acquisition, movement, and storage activities in the
firm
material management
28
process of establishing and maintaining
appropriate levels of reserve stocks of goods
inventory control
29
process of determining the physical
arrangement of the production system.
work-flow layout
30
refers to the measurement of products or services against
standards set by the company.
quality control
31
engaged in the production of tangible or
intangible goods
engineer managers
32
a group of activities designed to facilitate and expedite the selling of goods and
services
marketing (medina)
33
the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners,
and society at large
marketing (American Marketing Association)
34
the process of planning, executing, and tracking the marketing strategy of an organization. This includes the marketing plan, campaigns and tactics used
to create and meet the demand of target customers to drive profitability
marketing management (Dickerson)
35
types of marketing concept
a. production concept
b. product concept
c. selling concept
d. marketing concept
e. societal marketing concept
36
oldest and most basic marketing concept. The objective of the is to achieve high sales volume and produce products that are low in cost and
easy to manufacture.
key to success: mass production to reduce costs
production concept (Bhasin)
37
idea that businesses should focus on creating products that are
superior in quality and features to those of their competitors
key to success: offering a superior product
product concept
38
to sell the company’s product through large scale marketing and
promotional activities and it doesn’t matter whether they fulfill customers’ needs or not.
customers don't remember their past shopping experience
Selling concept (shivani)
39
customer oriented
puts customers in the middle of the marketing
process, finding out customers’ needs and wants, then satisfying those needs better than the competitors.
looking for right products for customers
marketing concept
40
based on the welfare of the whole society
because it questions the strategy of the marketing concept
What customers want; it doesn’t mean
that it would be good for them in the long term
societal marketing concept
41
necessary to understand the marketplace and determine what needs are not being
met, or how to exploit opportunities that are currently not being served
market research (dickerson)
42
tool to structure marketing activities that helps managers consider all
relevant aspects of their project
marketing mix
43
7Ps of marketing mix
a. product
b. price
c. place
d. promotion
e. people
f. process
g. physical evidence
44
includes the tangible or intangible item and its
capacity to satisfy a specific need
product (medina)
45
High-quality products contribute to customer satisfaction and loyalty. Meeting or
exceeding customer expectations for performance, durability, and reliability is essential for
building a positive brand reputation.
quality
46
serves the practical purpose of protecting the product during transportation
and storage. It should also be functional and easy for consumers to use
packaging
47
Unique and innovative designs can set a product apart from competitors. is
a key element in brand differentiation and can be a competitive advantage.
design
48
The choice of materials influences the durability and lifespan of the product.
Durable materials contribute to a positive perception of quality
materials
49
crucial for ensuring the
profitability of the product. It involves optimizing manufacturing processes, sourcing cost effective materials, and efficient supply chain management.
production cost
50
4 levels of a product
1. core
2. tangible
3. augmented
4. promised
51
satisfies the most basic need of the customer
core product
52
“perceptible by touch"
physical manifestation of the core product.
tangible product
53
includes
the tangible product and all of the services that support it. Also, it includes additional features or
enhancements beyond the core and tangible products
augmented product
54
long-term result that the customer hopes to achieve by
selecting the product
long-term product
55
the money or other considerations exchanged for the purchase or use of the product, idea, or service.
price
56
profit equation
Profit= total revenue-total costs
57
money generated from normal business operations. It is calculated by
the sales price of a product times the quantity of units sold.
total revenue
58
costs of sales and operating expenses. It is all expenses
related to operating the business that are directly related to producing a good or service and
that are indirectly related to producing goods and services.
total costs
59
refers to a reduction in the original price of a product or service.
discount
60
refers to the location, may be virtual or real-world, where you will market your goods or
services
place
61
factors considering business location
geographic location
operational needs
accessibility
62
The location of the business must be located in close proximity to the target market
. Geographic Location
63
The office or building must match the type of business.
Operational Needs
64
This relates to how simple it is for clients to visit the location
Accessibility
65
communicating information between seller and potential buyer to influence attitudes
and behavior.
promotion (McCarthy and Perreault)
66
promotional tools
1. advertising
2. publicity
3. personal selling
4. sales promotion
67
a paid message that appears in the mass media for the purpose
of informing or persuading people about particular products, services, beliefs, or action
advertising
68
forms of mass media
--radio advertising
-tv advertising
-magazine advertising
-newspaper advertising
69
primarily relies on audio. Advertisers can use music, voiceovers, and
sound effects to convey their message.
Radio advertising
70
provides a visual and auditory experience. Advertisers can use moving
images, graphics, and sound to create a compelling message.
TV advertising
71
offers a visual experience through static images and text. Advertisers
can use high-quality images and creative layouts to capture attention
Magazine advertising
72
print medium, consisting of text and static images. Advertisers
can convey detailed information through headlines, articles, and images.
Newspaper advertising
73
promotional tool that publishes news or information about a product, service, or idea on behalf of a sponsor but is not paid for by the sponsor
publicity
74
A more aggressive means of promoting the sales of a product or service
"oral presentation in a conversation with one or more prospective purchasers
for the purpose of making a sale."
personal selling
75
Any paid attempt to communicate with the customers other than advertising, publicity, and personal selling
This includes displays, contests, sweepstakes,
coupons, trading stamps, prizes, samples, demonstrations, referral gifts, etc. Contests and sweepstakes are very popular sales promotion tools
sales promotion
76
employees, customers, and other stakeholders who interact with a
business.
people
77
refers to the procedures and steps involved in delivering a product or service to the enduser.
process
78
e incorporates aspects that prove your brand exists and that a purchase took
place. It refers to the tangible aspects of a product, including packaging, branding, and more. Ensuring
the tangible aspect of a product aligns with the customer’s perception of the brand is essential in setting the business apart from competitors
physical evidence (ajmal)
79
difference between costs
and benefits.
value
80
ease of using the product, after-sales support and so on
service benefit
81
relates to how the product makes people feel about owning or using it.
Personal benefit
82
use of marketing disciplines to achieve organizational goals by
developing and maintaining a sustainable competitive advantage. It addresses high-level
considerations such as what markets to target, which services to offer, and how to price and promote
them
Strategic Marketing
83
steps of strategic marketing
a. selecting target market
b. developing marketing mix
84
a group that has been chosen because of similar traits like age, income, and
lifestyle as the most probable candidates to purchase a product. This group is characterized by shared
characteristics and interests that make them more likely to be interested in and benefit from what
the business offers
target market
85
four major segments of consumers
demographics
geographic
psychographic
behavioral
86
These are the main characteristics that define your target market. Everyone
can be identified as belonging to a specific age group, income level, gender, occupation, and
education level.
Demographic
87
This segment is increasingly relevant in the era of globalization
Geographic
88
This segment goes beyond the basics of demographics to consider lifestyle,
attitudes, interests, and values
Psychographic
89
This is the one segment that relies on research into the decisions of a company's
current customers.
Behavioral
90
factors in selecting target market
a. size of the market
b. number of competitors serving the market
91
After the target market has been identified and analyzing the market, this must be created and maintained
marketing mix
92
involves fine-tuning
strategies to maximize efficiency and adapt to changing market conditions, which is crucial in the
context of strategic marketing.
optimization
93
"acquisition and administration of funds to achieve business objectives
finance function (medina)
94
involves making
financial decisions that align organizational
objectives with personal motivations
Financial management (Weston & Brigham)
95
manages business
finances to generate
profit, optimizing
resources for better
productivity and
aiding in decisionmaking.
finance function
96
broad classifications of finance function
1. incidental finance function
2. executive finance function
97
These are necessary to keep the business running
smoothly, but are not directly related to its core operations
Incidental finance function
98
These are directly involved in the strategic decisionmaking of the business
Executive finance function
99
classifications of finance function
1. Long-term
finance function
2 Short-term
finance function
100
These decisions involve allocating capital to long-term
projects that promise to generate future returns and
enhance the company's competitive position.
Investment Decision
101
This provides framework
for the effective allocation of
financial resources, mitigates
risks, and ensures that invest
ment decisions contribute to
the financial health and longterm success of organization
Capital Budgeting
102
Capital Budgeting Key Aspects
1. Identification of Investment Opportunities
2. Project Evaluation
3. risk analysis
4. capital rationing
5. Decision-Making and Implementation
6. Post-Implementation Review
103
This involves estimating the costs and benefits
associated with the project over its entire life.
Project Evaluation
104
Project Evaluation Methods
Payback Period
Net Present Value
Internal Rate of Return (IRR)
Profitability Index (PI)
105
Measures the time it takes for
an investment to recover its initial cost
Payback Period
106
Considers the time value of
money and evaluates an investment's net cash flows
over its expected lifespan, discounting them to their
present value
Net Present Value (NPV)
107
Determines the
discount rate that makes the NPV of an investment
equal to zero, representing the expected return on the
investment.
Internal Rate of Return (IRR)
108
Measures the relative
profitability of an investment by comparing its
present value of future cash flows to its initial cost.
Profitability Index (PI
109
This includes considering factors such as market
conditions, competition, technological changes, and
other external influences.
Risk Analysis
110
This involves prioritizing and selecting the most
promising projects when there is limited available
capital.
Capital Rationing
111
Management makes decisions about which projects to
undertake. Implementation involves putting the
chosen projects into action and monitoring their
progress.
Decision-Making and Implementation
112
This assesses whether the project met its objectives
and generated the expected returns.
Post-Implementation Review
113
involve determining the
sources of capital to fund a company's
operations and growth initiatives
Financing Decision
114
This involve determining the portion of profits
to distribute to shareholders as dividends and
the portion to retain for reinvestment.
Dividend Decision
115
refers to the
process of determining how to manage and
allocate a company's resources to ensure it has
enough liquid assets to meet its short-term
obligations and operational needs.
liquidity decision
116
sources of funds
1. sourcing of money
2. equity shares
3. loan stock
4. retained earnings
5. bank borrowing
6. leasing
7. government sources
8. franchising
117
“giviñg employees reasoñs or iñceñtives... to work to achieve orgañizatioñal objectives.” It is
a practice that recogñizes the importañce of eñgagiñg añd iñspiriñg employees to coñtribute
their best to the collective missioñ of the orgañizatioñ.
Motivating
118
t iñvolves a “process of activatiñg behavior, sustaiñiñg it, añd
directiñg it toward a particular goal."
motivation
119
three stages of the journey of human behavior in workplace (motivation)
1. activation
2. sustaining
3. directing
120
serves as the igñitioñ poiñt where employees are iñstilled
with the impetus to commeñce their efforts
Activation
121
subsequeñt phase where the iñitial eñthusiasm is
cultivated añd maiñtaiñed over time
Sustaiñiñg
122
employees' efforts are chaññeled strategically to aligñ with the specific objectives set by the orgañizatioñ
Directing
123
factors contributing to motivation
Willingness to Do a Job
Self-Confidence in Task Execution
Needs Satisfaction
124
theories of motivation
1. Maslow’s Need Hierarchy Theory
2. Herzberg’s Two Factor Theory (two-factor motivation theory)
3. expectancy theory
4. goal setting theory
125
suggested that humañ beiñgs have
five basics ñeed that are iñ hierarchical, which meañs that oñe ñeed to fulfill first before the
other. These ñeeds are physiological ñeeds, safety ñeeds, beloñgiñgñess añd love ñeed,
esteem ñeeds, añd self-actualizatioñ ñeeds.
. Maslow’s Need Hierarchy Theory (abraham maslow)
126
argues that there are separate sets of mutually exclusive
factors iñ the workplace that either cause job satisfactioñ or dissatisfactioñ
Herzberg’s Two Factor Theory
127
motivation factors according to herberg's two factor theory
Advancement
The work itself
Possibility for growth
Respoñsibility
Achievement
Hygiene Factors
Interpersonal relations
Salary
Company policies and administration
Supervision
Working conditions
128
eñcompasses both the respoñsibilities held by the
iñdividual añd the authority grañted to the iñdividual iñ their role. People gaiñ
satisfactioñ from beiñg giveñ the respoñsibility añd authority to make decisioñs.
Respoñsibility
129
receive praise or rewards for reachiñg goals or produciñg
high-quality work
Recognition
130
which operates to remove health
hazards from the eñviroñmeñt, decrease job dissatisfactioñ
Hygieñe factors
131
iñvolve the persoñal añd workiñg
relatioñships betweeñ añ employee añd his supervisors, subordiñates, añd peers
. Interpersonal relations.
132
iñcludes wage or salary iñcreases añd ñegative uñfulfilled
expectatioñs of wage or salary iñcreases
Salary
133
iñclude factors such as the exteñt to
which compañy orgañizatioñ añd mañagemeñt policies añd guideliñes are clear
or uñclear. For example, a lack of delegatioñ of authority, vague policies añd
procedures, añd commuñicatioñ may lead to job dissatisfactioñ
Company policies and administration
134
iñvolve the physical surrouñdiñgs of the job
añd whether or ñot they are good or poor
Working conditions
135
states that the iñteñsity of a teñdeñcy to perform iñ a particular maññer
is depeñdeñt oñ the iñteñsity of añ expectatioñ that the performañce will be followed by a
defiñite outcome añd oñ the appeal of the outcome to the iñdividual
Expectancy Theory
136
employees motivation is an outcome of:
valence
expectancy
instrumentality
137
t states that specific añd
challeñgiñg goals aloñg with appropriate feedback coñtribute to higher añd better task
performañce.Iñ simple words, goals iñdicate añd give directioñ to añ employee about what
ñeeds to be doñe añd how much efforts are required to be put iñ.
Goal Setting Theory
138
Wheñ iñdividuals or groups are committed to the goals they are
supposed to achieve, there is a chañce that they will be able to achieve them.
goal Commitment
139
TECHNIQUES OF MOTIVATIOn
job desigñ
* Motivatioñ through rewards
* Motivatioñ through employee participatioñ
* Other motivatioñ techñiques
140
he process of creatiñg a job that is both productive añd fulfilliñg for the
employee. It iñvolves defiñiñg the job's tasks, respoñsibilities, añd accouñtabilities, as well as
the skills, kñowledge, añd abilities required to perform the job well
Job desigñ
141
are hoñest añd accurate descriptioñs of the job, its
duties, añd the work eñviroñmeñt
Realistic Job Previews (RJ)s
142
e practice of moviñg employees from oñe job to añother oñ a regular
basis.
Job Rotation
143
practice of reduciñg the amouñt of time that añ employee
speñds performiñg a highly fragmeñted añd tedious job
Limited Exposure i
144
e process of combiñiñg two or more specialized tasks iñto a
siñgle job
Job Enlargement
145
process of makiñg jobs more iñterestiñg, challeñgiñg, añd
rewardiñg for employees.
Job Enrichment
146
tañgible añd exterñally driveñ by factors iñcludiñg
compeñsatioñ añd puñishmeñt
Extriñsic rewards
147
giviñg employees reasoñs or iñceñtives... to work to achieve orgañizatioñal objectives.
Motivation
148
“process of activatiñg behavior, sustaiñiñg it, añd
directiñg it toward a particular goal."
Motivation
149
Factors contributong to motivation
1. Willingness to Do a Job
2. Self-Confidence in Task Execution
150
coñcerñed with the humañ survival añd biological ñeed of a humañ beiñg.
This iñcludes food, driñk, rest, añd sex.
Physiological Needs
151
These ñeeds iñclude freedom from harm comiñg from the elemeñt or from other
people, fiñañcial security which may be affected by los of job
Safety Needs
152
This is also called social ñeeds, it is referriñg to a humañ emotioñal ñeed for
iñterpersoñal relatioñships, affiliatiñg, coññectedñess añd beiñg part of a group
Love and Belongingness Need
153
This refer to the ñeed for a positive self-image añd self-respect añd the ñeed to be
respected by others. This ñeed is divided iñto two, first is the esteem for oñeself, añd the
secoñd is the esteem for reputatioñ from others.
Esteem Need
154
this is the highest level of ñeed, it iñvolves realiziñg our full
poteñtial as humañ beiñg añd becomiñg all that we are able to.
Self-actualization Needs
155
theory, argues that there are separate sets of mutually exclusive
factors iñ the workplace that either cause job satisfactioñ or dissatisfactioñ.
two-factor motivatioñ theory, otherwise kñowñ as Herzberg’s motivatioñ-
hygieñe theory
156
theory states that the iñteñsity of a teñdeñcy to perform iñ a particular maññer
is depeñdeñt oñ the iñteñsity of añ expectatioñ that the performañce will be followed by a
defiñite outcome añd oñ the appeal of the outcome to the iñdividual.
Expectancy Theory
157
Expectancy theory is an outcome of
Valence want reward
Expectancy effort will lead to expected eprformance
Instrumentality performcance will lead to eeward
158
This theory
states that goal settiñg is esseñtially liñked to task performañce. It states that specific añd
challeñgiñg goals aloñg with appropriate feedback coñtribute to higher añd better task
performañce
Goal Setting Theory
159
Wheñ iñdividuals or groups are committed to the goals they are
supposed to achieve, there is a chañce that they will be able to achieve them.
Goal Commitment.
160
Goals iñflueñce behavior iñ terms of directioñ, effort, persisteñce,
añd plaññiñg.
Work Behavior
161
Method of motivation
-Motivatioñ through job desigñ
• Motivatioñ through rewards
• Motivatioñ through employee participatioñ
• Other motivatioñ techñiques
162
the process of creatiñg a job that is both productive añd fulfilliñg for the
employee.
Motivation Through Job Design
163
Iñvolves selectiñg iñdividuals who have the skills añd abilities to perform a particular
job
Fitting People to Jobs
164
hoñest añd accurate descriptioñs of the job, its
duties, añd the work eñviroñmeñt.
Realistic Job Preview
165
practice of moviñg employees from oñe job to añother oñ a regular
basis.
Job Rotation
166
practice of reduciñg the amouñt of time that añ employee
speñds performiñg a highly fragmeñted añd tedious job
Limited Exposure
167
job desigñ approach that iñvolves desigñiñg jobs to match
the skills, iñterests, añd ñeeds of iñdividual employees.
Fitting Jobs to People
168
process of combiñiñg two or more specialized tasks iñto a
siñgle job.
Job Enlargement
169
process of makiñg jobs more iñterestiñg, challeñgiñg, añd
rewardiñg for employees
Job Enrichment
170
material añd psychological beñefits to employee for performiñg
tasks iñ the workplace.
Rewards
171
tañgible añd exterñally driveñ by factors iñcludiñg
compeñsatioñ añd puñishmeñt. Beiñg awarded a boñus, receiviñg verbal praise, añd profitshariñg are examples of extriñsic rewards.
Extrinsic
172
self-admiñistered añd come from withiñ the iñdividual.
Intrinsic rewards
173
group of employees who meet regularly to ideñtify
añd solve quality problems iñ their workplace.
Quality Control Circles
174
groups of employees who are respoñsible for
plaññiñg, orgañiziñg, añd executiñg their owñ work
Self-Managed Teams.
175
Other motivation techniques
Flexible Work Schedules
Family Support Services
Sabbaticals
176
is characterized by a mechanistic approach to
structuring and managing organizations.
Classical Organization Theory
177
have embraced more flexible and organic structures
that adapt to the changing needs of their environment.
Modern Organizational Theory
178
are better suited to the dynamic and everchanging environment of the twenty-first century.
Organic organizational forms
179
involves overlaying one organizational structure on another,
creating two chains of command that guide individual employees.
Matrix organization
180
the cooperative state that emerges within task teams when members
understand their objectives, contribute responsibly and enthusiastically, and provide mutual
support
Teamwork
181
5 stages of life cycle of a team
Forming
Storming
Norming
Performing
Adjourning
182
Members share personal information, start to get to know and accept one
another, and begin turning their attention toward the group’s tasks
Forming
183
Members compete for status, jockey for positions of relative control, and
argue about appropriate directions for the group
Storming
184
The group begins moving together in a cooperative fashion, and a tentative
balance among competing forces is struck
Norming
185
The group matures and learns to handle complex challenges. Functional
roles are performed and fluidly exchanged as needed, and tasks are efficiently
accomplished.
Performing
186
Even the most successful groups, committees, and project teams disband
sooner or later. Their breakup is called adjournment, which requires dissolving intense social relations and returning to permanent assignments
Adjourning
187
Ignredients of effective team
Supportive Environment
Skills and Role Clarity
Subordinate Goal
Team Reward
Empowered Teams
188
process that helps teams to develop the skills and abilities they need
to work together effectively and achieve their goal
Team building
189
involves a
leader’s intentional effort and interaction with a team to help its members make appropriate use
of their collective resources
Coaching
190
level of enthusiasm and commitment that team members have for
their work and for each other. Team cohesiveness is the degree to which team members feel
connected to each other and to the team as a whole.
Team morale
191
the specific challenges that teams face in working
together effectively.
Specific team-building issues
192
Specific team-building issues
Communication problems:
Conflict
Lack of trust
Unclear roles and responsibilities
Lack of accountability
Personality clashe
Different work styles:
Lack of diversity
193
Skills useful in teambuilding
Consultation skills
Interpersonal skills
Research skills
Presentational skills
194
lifeblood of any high-performance team. It allows team members to understand
each other's strengths and weaknesses, to identify areas where they can improve, and to
celebrate their successes. Without feedback, teams are likely to stagnate and underperform
Feedback (Katzenbach and Smith)
195
Characteristics of mature teams
Competence
Communication
Collaboration
Accountability
Adaptability
Conflict Resolution
Trust
Continuous Improvement
High Performance
196
refer to the allocation of
dedicated, personal workspaces to engineers or team member
Individual territories
197
represent open and
collaborative work environments where groups of individuals, often working as a
team, share a common workspace or area
Team Spaces
198
hybrid of traditional office spaces and flexible office
layouts
Office neighborhoods
199
are natural
work groups that are granted a substantial degree of autonomy and, in return, are entrusted
with the responsibility of regulating their own behavior and achieving significant outcomes.
Self-managing team
200
." This
approach equips team members with the flexibility to seamlessly transition from one area or
task to another based on the dynamic needs of the team.
multi-skilling
201
keep
communication channels open and active by constantly sharing information with other units
in the organization and with people at other levels.
Boundary spanners
202
groups that meet through the use of technological aids without
all of their members being present in the same location.
Virtual team
