MNGT 5000 Final

Question 1

What does a conventional organizational chart look like?

Answer 1

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Question 2

the organization is composed of many different units that work on different kinds of tasks, using different skills and work methods.

Answer 2

Differentiation *

Question 3

these differentiated units are put back together so that work is coordinated into an overall product

Answer 3

Integration *

Question 4

The assignment of different tasks to different people or groups

Answer 4

Division of labor

Question 5

A process in which different individuals and units perform different tasks

Answer 5

Specialization

Question 6

The procedures that link the various parts of an organization for the purpose of achieving the organization’s overall mission

Answer 6

Coordination

Question 7

The legitimate right to make decisions and to tell other people what to do.

Answer 7

Authority

Question 8

The assignment of new or additional responsibilities to a subordinate

Answer 8

Delegation

Question 9

How does delegation help orgs? How does it help indvs?

Answer 9

• Leverages managers’ energy and talent
• Allows managers to accomplish more than they could on their own
• Helps develop effective subordinates.
• Promotes a sense of being an important, contributing member of the organization, so employees tend to feel a stronger commitment, perform their tasks better, and engage in more innovation

Question 10

An organization in which high-level executives make most decisions and pass them down to lower levels for implementation

Answer 10

Centralized organization

Question 11

An organization in which lower-level managers make important decisions

Answer 11

Decentralized organization

Question 12

Departmentalization around specialized activities such as production, marketing, and human resources.

Answer 12

Functional organization

Question 13

Know divisional org

Answer 13

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Question 14

An organization composed of dual reporting relationships in which some managers report to two superiors—a functional manager and a divisional manager

Answer 14

Matrix organization

Question 15

A collection of independent, mostly single-function firms that collaborate on a good or service

Answer 15

Network organization

Question 16

A form of organization that seeks to maximize internal efficiency.

Answer 16

Mechanistic organization

Question 17

An organizational form that emphasizes flexibility

Answer 17

Organic structure

Question 18

Organizing around Core Competencies

Answer 18

Identify existing core competencies.
Acquire or build core competencies that will be important for the future.
Keep investing in competencies so that the firm remains world class and better than competitors.
Extend competencies to find new applications and opportunities for the markets of tomorrow

Question 19

A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals.

Answer 19

Strategic alliance

Question 20

An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

Answer 20

Learning organization

Question 21

A type of organization in which top management ensures that there is consensus about the direction in which the business is heading

Answer 21

High-involvement organization

Question 22

The planned elimination of positions or jobs

Answer 22

Downsizing

Question 23

A successful effort to achieve an appropriate size at which the company performs most effectively

Answer 23

Rightsizing

Question 24

A multifaceted process focusing on creating two-way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns.

Answer 24

Customer relationship management (CRM)

Question 25

The sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step.

Answer 25

Value chain

Question 26

An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high-quality goods and services.

Answer 26

Total quality management (TQM)

Question 27

The production of varied, individually customized products at the low cost of standardized, mass-produced products.

Answer 27

Mass customization

Question 28

Manufacturing plants that have short production runs, are organized around products, and use decentralized scheduling

Answer 28

Flexible factories

Question 29

Strategies aimed at reducing the total time needed to deliver a good or service.

Answer 29

Time-based competition (TBC)

Question 30

Decrease defects

Answer 30

Six Sigma

Question 31

8 principles (pg 334)

Answer 31

ISO 9000

Question 32

Extended from TQM | P&G Example (pg 335

Answer 32

Reengineering

Question 33

Emphasis on quality, speed, and flexibility versus cost, efficiency, and hierarchy (pg 339

Answer 33

Lean Manufacturing

Question 34

Subassemblies and components manufactured in small lots and delivered to next step as need

Answer 34

JIT

Question 35

Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage

Answer 35

Managing diversity

Question 36

Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality

Answer 36

Diversity

Question 37

an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy

Answer 37

Glass ceiling

Question 38

Conduct of a sexual nature that has negative consequences for employment.

Answer 38

Sexual harassment

Question 39

Submission to or rejection of sexual conduct is used as a basis for employment decisions

Answer 39

Quid pro quo harassment

Question 40

Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment

Answer 40

Hostile environment

Question 41

Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past.

Answer 41

Affirmative action

Question 42

An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population.

Answer 42

Monolithic organization

Question 43

An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.

Answer 43

Pluralistic organization

Question 44

An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.

Answer 44

Pluralistic organization

Question 45

An organization that values cultural diversity and seeks to utilize and encourage it.

Answer 45

Multicultural organization

Question 46

- Gender - Minorities and Immigrants - Mentally and Physically Disabled - Educational Levels - Age

Answer 46

Contemporary Diversity Issues

Question 47

Diversity (pg 409) can:

Answer 47

Help an organization succeed in new markets Bring new ideas to the organization Lead to greater responsiveness

Question 48

One who influences others to attain goals. | The greater the number of followers, the greater the influence

Answer 48

Leader

Question 49

A mental image of a possible and desirable future state of the organization.

Answer 49

Vision

Question 50

Sources of Power

Answer 50

-Authoritya -Control Over Rewards -Control Over Punishments -Appealing Personal Characteristics -Expertise =POWER

Question 51

A situational model that focuses on the participative dimension of leadership.

Answer 51

Vroom model

Question 52

A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

Answer 52

Fiedler’s contingency model of leadership effectiveness

Question 53

A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

Answer 53

Hersey and Blanchard’s situational theory

Question 54

A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

Answer 54

Path-goal theory

Question 55

A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

Answer 55

Charismatic leader

Question 56

A leader who motivates people to transcend their personal interests for the good of the group.

Answer 56

Transformational leader

Question 57

Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

Answer 57

Transactional leaders

Question 58

A leader who serves others’ needs while strengthening the organization.

Answer 58

Servant-leader

Question 59

A leader who bridges conflicting value systems or different cultures.

Answer 59

Bridge leaders

Question 60

A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. -Term Group is interchangeable

Answer 60

Team

Question 61

Teams that operate separately from the regular work structure, and exist temporarily.

Answer 61

Parallel teams

Question 62

Work groups composed of multinational members whose activities span multiple countries.

Answer 62

Transnational teams

Question 63

Teams that are physically dispersed and communicate electronically more than face-to-face.

Answer 63

Virtual teams

Question 64

Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance.

Answer 64

Semiautonomous work groups

Question 65

Groups that control decisions about and execution of a complete range of tasks

Answer 65

Autonomous work groups

Question 66

Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.

Answer 66

Self-designing teams

Question 67

Shared beliefs about how people should think and behave

Answer 67

Norms

Question 68

Different sets of expectations for how different individuals should behave.

Answer 68

Roles

Question 69

An individual who has more advanced job-related skills and abilities than other group members possess.

Answer 69

Task specialist

Question 70

Individual who develops and maintains team harmony.

Answer 70

Team maintenance specialist

Question 71

A team member who keeps abreast of current developments and provides the team with relevant information.

Answer 71

Gatekeeper

Question 72

A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.

Answer 72

Avoidance

Question 73

A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.

Answer 73

Accommodation

Question 74

Working less hard and being less productive when in a group.

Answer 74

Social loafing

Question 75

Tend to work competitively and defensively versus collaboratively

Answer 75

Electronic & Virtual Conflict

Question 76

The transmission of information and meaning from one party to another through the use of shared symbols

Answer 76

Communication

Question 77

A process in which information flows in only one direction—from the sender to the receiver, with no feedback loop.

Answer 77

One-way communication

Question 78

The process of receiving and interpreting information

Answer 78

Perception

Question 79

The process of withholding, ignoring, or distorting information

Answer 79

Filtering

Question 80

includes face-to-face discussion, telephone conversations, and formal presentations and speeches

Answer 80

Oral communication

Question 81

includes e-mail, memos, letters, reports, computer files, and other written documents

Answer 81

Written communication

Question 82

A set of Internet-based applications that encourage user-provided content and collaboration social networking, podcasts, RSS, and wikis

Answer 82

Web 2.0

Question 83

A mobile office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues.

Answer 83

Virtual office

Question 84

Process by which a person states what he or she believes the other person is saying

Answer 84

Reflection

Question 85

Ten Keys to Effective Listening

Answer 85

``` Find an area of interest Judge content, not delivery Hold your fire Listen for ideas Be flexible Resist distraction Exercise your mind. Keep your mind open Capitalize on thought speed Work at listening ```

Question 86

Information that flows from higher to lower levels in the organization’s hierarchy

Answer 86

Downward communication

Question 87

Information that flows from lower to higher levels in the organization’s hierarchy.

Answer 87

Upward communication

Question 88

The belief that things must be either A or B and cannot be both; that only one goal and not another can be attained

Answer 88

Tyranny of the or

Question 89

The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.

Answer 89

Organization development (OD)

Question 90

focused on customers, continually fine-tuned based on marketplace changes, and clearly communicated to employees.

Answer 90

Strategy

Question 91

good people, with decision-making authority on the front lines, doing quality work and cutting costs.

Answer 91

Execution

Question 92

General reasons for resistance

Answer 92

Inertia Timing Surprise Peer pressure

Question 93

An approach to implementing the unfreezing/ moving/refreezing model by identifying the forces that prevent people from changing and those that will drive people toward change

Answer 93

Force-field analysis

Question 94

Introducing and sustaining multiple policies, practices, and procedures across multiple units and levels

Answer 94

Total organization change