 | Term | Definition |
| |
mission statement |
A written statement of an organization's business intentions and aims |
| |
decision making |
Recognizing a problem or opportunity and then dealing with it |
| |
programmed decisions |
(____ decisions) Involves simple, common, and frequently occurring problems for which solutions have already been determined |
| |
nonprogrammed decisions |
(____ decisions) Involves a complex and unique problem or opportunity with important consequences for the organization |
| |
span of managment |
The number of subordinates a manager supervises |
| |
strategic planning |
(____ planning) The process of determining the primary objectives of an organization and then acting and allocating resources to achieve those objectives; The most far-reaching level of planning |
| |
tactical planning |
(____ planning) Involves implementing the activities specified by strategic plans |
| |
operational planning |
(____ planning) Creates the detailed standards that guide implementation of tactical plans. |
| |
contingency planning |
(____ planning) Allows firms to resume operations as quickly and as smoothly as possible after a crisis while openly communicating with the public about what happened |
| |
line organization |
(____ organization) Oldest and simplest organizational structure; establishes a direct flow of authority from the chief executive to subordinates |
| |
line-and-staff organization |
(____ organization) Combines the direct flow of authority of a line orginization with staff departments that support the line departments |
| |
matrix organization |
(____ organization) Links employees from different parts of the organization to work on specific projects |
| |
functional departmentalization |
(____ departmentalization) Organizing work units according to business jobs such as finance, marketing, human resources, and production |
| |
geographical departmentalization |
(____ departmentalization) Organizing work units according to geographical regions within a country, or, for a multinational firm, by region throughout the world |
| |
customer departmentalization |
(____ departmentalization) Organizing work units according to different types of customers |
| |
chain of command |
A set of relationships that indicates who gives direction to whom and who reports to whom |
| |
top management |
(____ management) Devotes most of their time to developing long-range plans for organizations |
| |
middle management |
(____ management) Focuses on specific operations, products, or customer groups within an organization |
| |
supervisory management |
(____ management) Directly responsible for assigning non-managerial employees to specific jobs and evaluating their performance |
| |
conceptual skills |
(____ skills) Ability to see the organization as a unified whole |
| |
technical skills |
(____ skills) Ability to understand and use the techniques, knowledge, and tools and equipment of a specific discipline or department |
| |
human skills |
(____ skills) Interpersonal skills that enable managers to work effectively with and through people |
| |
SWOT analysis |
Organized approach to to assessing a company's internal strengths and weaknesses and it's external opportunities and threats |
| |
autocratic leadership |
(____ leadership) Makes their own decisions without consulting employees |
| |
democratic leadership |
(____ leadership) Involves subordinates in making decisions |
| |
free reign leadership |
(____ leadership) Leave decisions to their subordinates |
| |
on the job training |
Prepares employees for job duties by allowing them to preform tasks under the guidance of experienced employees |
| |
360 degree performance appraisal |
Gathers feedback from a panel of eight to twelve people, including co-workers, supervisors, team members, subordinates, and customers |
| |
flexible beneift plan |
Offers employees a range of options from which they can choose, including different types of medical insurance, dental and vision plans, and life and disability insurance |
| |
flexible work plan |
Allows employees to adjust their working hours and places of of work to accommodate their personal needs |
| |
downsizing |
Reducing the number of employees in a firm by eliminating jobs |
| |
benchmarking |
Process of determining other companies' standards and best practices |
| |
job enrichment |
Changes in job duties to increase employees' authority in planning their work, deciding how it should be done, and learning new skills |
| |
Theory X |
The assumption that employees dislike work and will try to avoid it |
| |
Theory Y |
The assumption that employees enjoy work and seek social, esteem, and self-actualization fulfillment |
| |
wage |
Compensation based on an hourly pay rate or the amount of output produced |
| |
salary |
Compensation calculated periodically, such as weekly or monthly |
| |
flextime |
Scheduling system that allows employees to set their own work hours within constraints set by the firm |
| |
compressed workweek |
Scheduling system that allows employees to work the regular number of hours per week in fewer than the typical five days |
| |
morale |
Mental attitude of employees toward their employer and jobs |
| |
job enlargement |
Job design that expands employees' responsibility by increasing the number and variety of tasks assigned to the worker |
| |
Maslow's Hierarchy of Needs |
Theory of motivation proposed by Abraham Maslow. |
| |
outsourcing |
Using outside vendors to produce goods or fulfill services and functions that were previously handled in-country / in-house |
| |
incentive compensation |
?????incentive compensation????? |
| |
profit sharing |
?????profit sharing????? |
| |
gain sharing |
?????gain sharing????? |
| |
bonuses |
?????bonuses????? |
| |
pay for knowledge |
?????pay for knowledge????? |
| |
empowerment |
Giving employees authority and responsibility to make decisions about their work without traditional manageral approval and control |
| |
authority |
?????authority????? |
| |
team work |
?????team work????? |
| |
work teams |
Relativly permanent group of employees ith complementary skills who perform the day-to-day work of the orginization |
| |
problem-solving team |
(____ team) Temporary combination of workers who gather to solve a specific problem and then disband |
| |
cross-functional team |
(____ team) Made up of members from different functions, such as production, finance, and marketing |
| |
self-managed team |
(____ team) Has the authority to decide how it's members complete their daily tasks |
| |
management team |
(____ team) ?????management????? |
| |
virtual team |
(____ team) Geographically and/or organizationally dispersed workers who use a combination of telecommunications and information technologies to accomplish an organizational task |
| |
team cohesiveness |
Extent to which team members feel attracted and feel compelled to remain a part of it |
| |
conflict |
Antagonistic interaction in which one party attempts to thwart the intentions or goals of another |
| |
listening |
receiving a message |
| |
formal communication |
(____ communication) Messages that flow within the chain of command defined by an organization |
| |
informal communication |
(____ communication) Messages outside formally authorized communications channels within an organization's hierarchy |
| |
nonverbal communication |
(____ communication) |
| |
internal communication |
(____ communication) |
| |
external communication |
(____ communication) |
| |
grapevine |
na |
| |
importance of effective communication |
na |
| |
sender |
(piece of communication process) |
| |
encoding |
(piece of communication process) |
| |
channel |
(piece of communication process) |
| |
receiver |
(piece of communication process) |
| |
decoding |
(piece of communication process) |
| |
noise |
(piece of communication process) |
| |
plan |
(-P-LOC) |
| |
lead |
(P-L-OC) |
| |
organize |
(PL-O-C) |
| |
control |
(PLO-C-) |
| |
strengths |
([S]WOT) |
| |
weaknesses |
(S[W]OT) |
| |
opportunities |
(SW[O]T) |
| |
threats |
(SWO[T]) |
| Add or remove terms from this set |
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