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Finals_4 Flashcards

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1
Q

The process of designing and maintaining an
environment in which individuals working together in
groups, efficiently accomplish selected aims.

A

MANAGEMENT

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2
Q

To create a surplus; accomplish goals with the least
amount of time, money, materials and personal dissatisfaction

A

GOAL OF ALL MANAGERS AND ORGANIZATIONS

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3
Q

This is focused on enhancing products and services and commercializing them.

A

INNOVATION

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4
Q

This is a process of identifying market opportunities and unmet needs.

A

ENTREPRENEURSHIP

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5
Q

The output-input ratio within a time period with due consideration for quality.

A

PRODUCTIVITY

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6
Q

The achievement of objectives.

A

EFFECTIVENESS

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7
Q

The achievement of the ends with the least number of

resources.

A

EFFICIENCY

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8
Q

The figurehead role/leader role/liaison role

A

INTERPERSONAL
ROLES

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9
Q

The recipient role/disseminator role/spokesperson role

A

INFORMATIONAL
ROLES

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10
Q

The entrepreneurial role/disturbance-handler
role/resource-allocator role/negotiator role

A

DECISION ROLES

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11
Q

A society where many organized groups represent

various interests.

A

PLURALISTIC SOCIETY

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12
Q

The relationship of people and other living things and
their environment such as soil, water and air.

A

ECOLOGY

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13
Q

A statement of policies, principles, or rules that guide

behavior.

A

CODE

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14
Q

Plans and actions should be evaluated by their

consequences.

A

UTILITARIAN THEORY

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15
Q

This theory states that all people are entitled to basic

rights.

A

THEORY BASED ON
RIGHTS

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16
Q

This theory demands that decision makers be guided by
fairness and equity, as well as impartiality.

A

THEORY OF JUSTICE

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17
Q

Corporations having their headquarters in one country
but operate in many countries.

A

MULTINATIONAL
CORPORATIONS

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18
Q

Orientation of multinational corporations referring to the
style of the foreign operations is based on that of the
parent company.

A

ETHNOCENTRIC
ORIENTATON

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19
Q

Orientation of multinational corporations that favors the
staffing of foreign operations on a regional basis.

A

REGIOCENTRIC
ORIENTATION

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20
Q

Orientation of multinational corporations referring to
foreign subsidiaries being given a great deal of

managerial freedom.

A

POLYCENTRIC
ORIENTATION

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21
Q

Orientation of multinational corporations in which entire
organization is viewed as an interdependent system
operating in many countries.

A

GEOCENTRIC
ORIENTATION

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22
Q

SIAMESE TWINS OF
MANAGEMENT

A

Planning and controlling

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23
Q

This is defined as the important ends toward which
organizational and individual activities are directed.

A

OBJECTIVES

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24
Q

This is a comprehensive managerial system that
integrates many key managerial activities in a systematic
manner and is consciously directed toward effective and
efficient achievement of organizational and individual
objectives

A

MANAGEMENT BY
OBJECTIVES (MBO)

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25
(general) the determination of the mission or the fundamental purpose.
STRATEGY
26
General statements or understandings that guide managers’ thinking in decision-making.
POLICY
27
Action plans through which strategies are executed.
TACTICS
28
Conceptual framework for systematic analysis that facilitates matching of external threats and opportunities with the internal weaknesses and strengths of organization.
TOWS (THREATS, OPPORTUNITIES, WEAKNESSES, STRENGTHS)
29
This tool identifies the important relevant factors in an industry in which companies compete.
STRATEGIC CANVAS
30
This strategic approach aims at a reduction in costs, based mostly on experience.
OVERALL COST LEADERSHIP STRATEGY
31
This strategic approach attempts to offer something unique in the industry in terms of products or services.
DIFFERENTIATION STRATEGY
32
Rather than serving the entire market, an enterprise may emphasize a specific segment of the markets.
FOCUSED STRATEGY
33
These are defined as the anticipated environment in which plans are expected to operate.
PLANNING PREMISES
34
This is the process of predicting future events or outcomes based on historical data, trends, and other relevant information.
FORECASTING
35
The selection of a course of action from among alternatives; the core of planning.`
DECISION-MAKING
36
By recognizing and overcoming those factors standing in the way of the goal, the best alternative course of action can be selected.
PRINCIPLE OF LIMITING FACTOR
37
This help decision-makers avoid information overload but can introduce biases.
HEURISTICS
38
A person who focuses on innovation and transforms idea into profitable venture WITHIN the organization.
INTRAPRENEUR
39
person who focuses on innovation and transforms idea into profitable venture OUTSIDE the organization.
ENTREPRENEUR
40
An individual reports functionally to one person, and administratively to another person.
MATRIX ORGANIZATION
41
When the organization having multiple products grows very large, it is broken down into separate units, which operates as a profit center by itself.
STRATEGIC BUSINESS UNITS (SBUs)
42
The right in a position; to exercise discretion in making decisions affecting others.
AUTHORITY
43
Ability of individuals or groups to induce or influence the beliefs or actions of other persons or groups.
POWER
44
It is a permanent belief about what is appropriate and what is not that guides the actions and behaviors of the employees in fulfilling the organization’s claims.
VALUE
45
The filling and keeping filled positions in the organization structure by identifying workforce requirements, inventorying available people and recruiting.
OPEN SYSTEMS APPROACH
46
Organizational goals, tasks technology, organization structure, kinds of people employed, demand and supply of managers, etc.
INTERNAL FACTORS AFFECTING STAFFING
47
Level of education, prevailing attitudes in society, many laws and regulations directly affecting staffing, economic conditions, etc.
EXTERNAL FACTORS AFFECTING STAFFING
48
Managers tend to be promoted to the level of their incompetence. Higher roles may require skills the person does not have. Success in one position often leads to promotion.
PETER PRINCIPLE
49
This introduces new employees to the company’s structure, policies, benefits and expectations.
ORIENTATION
50
Employees with strong interpersonal, communication, and cross-cultural skills.
KNOWLEDGE WORKERS
51
Sometimes referred to as the Achilles’ heel of managerial staffing, this is the basis for determining who is promotable to a higher position.
MANAGERIAL APPRAISAL
52
This involves a detailed discussion about performance and may be scheduled based on job anniversaries or major project completions.
FORMAL COMPREHENSIVE REVIEW
53
This helps identify obstacles, improve communication, and ensure performance stays on track.
PROGRESS OR PERIODIC REVIEW
54
This ensures immediate action when performance deviates from expectations.
CONTINUOUS MONITORING
55
This is a compensation strategy where employees are rewarded based on their achievements and performance rather than factors like tenure or job title.
PAY FOR PERFORMANCE
56
An adaptive response mediated by individual differences and/or psychological processes, which is a consequence of any external action, situation or event that places excessive psychological demands on a person.
STRESS OF MANAGING
57
SOURCES OF STRESS
1. Physical (work overload, irregular hours) 2. Psychological (job dissatisfaction, role conflicts, lack of autonomy)
58
Long-term future oriented programs and the progress a person makes in learning how to manage.
MANAGER DEVELOPMENT
59
The programs that facilitate the learning process and is mostly a short-term activity to help managers do their jobs better.
MANAGERIAL TRAINING
60
A systematic, integrated and planned approach to improving the effectiveness of groups of people and of the whole organization or a major organizational unit.
ORGANIZATIONAL DEVELOPMENT
61
Part of organizational life and may occur within the individual, between individuals, between the individual and the group, and between groups.
ORGANIZATIONAL CONFLICT
62
An organization that can adapt to changes in the external environment through continuous renewal of its structure and practices.
LEARNING ORGANIZATION
63
People will be motivated to do things to reach a goal if they believe the worth of that goal and if they can see that what they will do will help them in achieving
EXPECTANCY THEORY OF MOTIVATION
64
There should be a balance of the outcomes/input’s relationship for one person in comparison with that for another person.
EQUITY THEORY
65
To be effective, many key managerial activities have to be integrated into a comprehensive system.
GOAL-SETTING THEORY
66
Positive reinforcement = positive results Negative reinforcement = negative results
SKINNER’S REINFORCEMENT THEORY
67
The basic motivating needs are the need for power, the need for affiliation, and the need for achievement.
McCLELLAND’S NEEDS THEORY MOTIVATION
68
People become leaders not only because of their personality attributes, but because of various situational factors and the interactions between leaders and group members.
FIEDLER’S CONTINGENCY APPROACH TO LEADERSHIP
69
The main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals and remove obstacles.
PATH-GOAL APPROACH TO LEADERSHIP EFFECTIVENESS
70
Type of leadership that identifies what needs to be done to achieve goals, rewarding performance and providing for the social needs of followers.
TRANSACTIONAL LEADERSHIP
71
Type of leadership that articulates a vision and inspire followers. They also have the capacity to motivate, shape organization culture and create climate favorable for organizational change.
TRANSFORMATIONAL LEADERS
72
A group of persons to whom, as a group, some matter is committed.
COMMITTEE
73
Two or more people acting interdependently in a unified manner towards the achievement of common goals.
GROUP
74
Groups used for some time in market research and may be used for evaluating managerial aspects within an organization.
FOCUS GROUP
75
A type of communication flow that flows from people at higher levels to those at lower levels in the organizational hierarchy.
DOWNWARD COMMUNICATION
76
A type of communication flow that travels from subordinates to superiors and continues up to the organizational hierarchy.
UPWARD COMMUNICATION
77
A type of communication which includes the horizontal flow of information among people on the same or similar organization levels.
CROSSWISE COMMUNICATION
78
A type of communication among persons at different levels who have no direct reporting relationships with one another.
DIAGONAL FLOW
79
Effective control requires attention to factors critical to evaluating performance against plans.
PRINCIPLE OF CRITICAL POINT CONTROL
80
An approach for setting goals and productivity measures based on best industry practices.
BENCHMARKING
81
A type of benchmarking that compares various strategies and identifies the key strategic elements of success.
STRATEGIC BENCHMARKING
82
A type of benchmarking that compares relative costs or possibilities for product differentiation.
OPERATIONAL BENCHMARKING
83
A type of benchmarking that focuses on support functions such as market planning and information systems, logistics, human resource management, and so on.This is characterized by wide use of rules, regulations, policies, procedures, and formal authority.
MANAGEMENT BENCHMARKING
84
This is characterized by wide use of rules, regulations, policies, procedures, and formal authority.
BUREAUCRATIC CONTROL
85
This is based on norms, shared values, expected behavior, and other aspects relating to organization culture.
CLAN CONTROL
86
A formal system of gathering processing and dispersing information internal and external to the enterprise in a timely, effective and efficient manner to support managers in their jobs.
MANAGEMENT INFORMATION SYSTEM
87
The largest network of computers. A network of networks which range from large formal networks to informal ones that can be accessed by anyone.
INTERNET
88
A type of network that applies computer and internet technologies to an organization or selected groups within an organization.
INTRANET
89
A type of network that also uses computer and internet technologies, but it connects selected users inside as well as outside the organization.
EXTRANET

Business Management (18 decks)

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