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org and manage > 1-8 > Flashcards

1-8 Flashcards

1
Q
  • is the process of coordinating and overseeing the work performance of individuals working together in organizations so that they could efficiently accomplish their chosen aims or goals.
A

Management

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2
Q

is considered the most important productive resources of management

A

men

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3
Q

created the first bar charts to show a project schedule

A

henry gantt

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4
Q

considered as the father of the classical school

A

Henry Fayol

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5
Q
  • is known as the Father of Scientific Management
A

Frederick W. Taylor

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6
Q

segregating work in the workforce

A

diviosion of work

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7
Q

the right to issue orders and the power to compel obedience

A

Authority and responsibility

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8
Q
  • Proper application of penalties, good superiors across all levels in an organisation and agreements between two parties that are always clear and fair.
A

Discipline

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9
Q

This means an employee should have only one boss and follow his command.

A

Unity of command

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10
Q

This means all the person working in a company should have one goal.

A

Unity of direction

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11
Q
  • company should work unitedly towards the interest of a company
A

Subordination of individual interest

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12
Q

can be monetary or non-monetary. However, it should be according to an individual’s efforts they have made.

A

Remuneration

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13
Q

refers to the concentration of management and decision-making power at the top of the organizational hierarchy.

A

centralization

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14
Q

a hierarchal approach to decision making from top to bottom.

A

Scalar chain

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15
Q

A company should maintain a well-defined work order to have a favourable work culture.

A

Order

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16
Q

All employees should be treated equally and respectfully

A

equity

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17
Q

It is the duty of the management to offer job security to their employees

A

Stability

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18
Q

encourage the employees to take initiatives in an organization. It will help them to increase their interest and make then worth.

A

initiative

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19
Q
  • Developing trust and mutual understanding will lead to a positive outcome and work environment.
A

espirit de corps

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20
Q
  • It helps to calculate the duration of rest intervals given to employees
A

fatigue study

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21
Q

An allocated funds indicating their sources and corresponding expenditures.

A

budget

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22
Q

Every subordinate should have a single supervisor from whom he gets the authority and to whom he is solely accountable.

A

absoluteness of responsibility

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23
Q
  • gives importance to supervision, managers should allow workers greater latitude, and create an organization to stimulate the workers
    employees are lazy
A

theory x

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24
Q

finding the best way for doing a job

A

scientific management theory

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25
Q

stresses on rewards and recognition. employees are self motivated

A

theory y

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26
Q

is a summary measure of average achievement in key dimensions of human development: life expectancy, school enrolment and literacy, and income.

A

Human Development index

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27
Q

rate reflected during a period of above normal general price increases

A

inflation rate

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28
Q
  • total domestic and foreign output claimed by the residents of a country.
A

gross national product

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29
Q

total final output of goods and services produced by the country’s economy, within the country’s territory.

A

gross domestic product

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30
Q
  • the reductions in applied restrictions of the government on international trade and capital which means more foreign goods and services are allowed in the country.
A

libralizations and deregulation

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31
Q

refers to the organized activities and efforts of individuals to produce eventually sell goods or services for profit.

A

business

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32
Q

Simplest to form , Owned by one person , Sole owner can manage the business but can hire somebody

A

sole or single proprietorsip

33
Q
  • Two or more person owned the business, The business owners are called “partners
A

Partnership

34
Q

At least 5 persons can form the business
The business owners are called “stockholders or shareholders”

A

corporations

35
Q
  • refers to a business organization owned by a group of individuals and is operated for their mutual benefit. 15 or more persons can form the business, Cooperative Development Authority (CDA) regulated the business
  • The business owners are called “members
A

cooperatives

36
Q

is a process that creates growth, progress, positive change or the addition of physical, economic, environmental, social and demographic components

A

Development

37
Q

is a total process which includes not only economic growth or the increase in the given amount of goods and services produced by the country’s economy, but also considers the social, political, cultural and spiritual aspects of the country’s growth.

A

economic development

38
Q

– increase in the given amount of goods and services produced by the country’s earning.

A

economic growth

39
Q
  • is applicable to big organizations and giant business enterprises like the multinational corporations
A

geographic approach

40
Q

is a process that involves the setting of the organization’s goals, establishing strategies for accomplishing those goals, and developing plans of action or means that managers intend to use to achieve organizational goals.

A

planning

41
Q

an attempt to predict what may happen in the future

A

forecasting

42
Q

planning technique that involves comparison of company’s practices/technologies with those of other companies.

A

benchmarking

43
Q

is when higher-up management and owners review their current strategy to determine their long-time goals.

A

top/corporate level

44
Q
  • has to do with staying competitive by creating useful products and staying competitive with other goods or services.
A

middle/business level

45
Q

plans that establish the organization’s overall goals and apply to the entire firm.

A

low/functional level

46
Q

the identification of targets or desired ends

A

goal

47
Q

the starting point of strategic intent, a mental image of what the organization will be in thefuture,

A

vision

48
Q

basic purpose of an organization and range of their operation

A

mission

49
Q

steps needed in order to attain desired ends, Objectives must be specific.

A

objectives

50
Q

-focused on the specific procedures and processes that occur within the lowest levels of the organization.

A

Operational plans

51
Q

plans that establish the organization’s overall goals and apply to the entire firm

A

Strategic plans

52
Q

plans that apply to a particular unit area only

A

organizational plans

53
Q

plans that go beyond three years.

A

long term plans

54
Q

plans that cover one year or less

A

short term plans

55
Q

-plans that are flexible or give general guidelines only.

A

directional plans

56
Q

plans that are clearly stated and which have no room for interpretation

A

specific plans

57
Q

plans used or stated once only as this applies to the entire organization.

A

single use plans

58
Q
  • plans that are ongoing; provide guidance for different activities done repeatedly.
A

standing plans/ongoing plans

59
Q

is a choice among possible alternative actions.

A

decision making

60
Q

a decision that is repetitive and can be handled using a routine approach

A

structured or programmed decisions

61
Q

– applied to the resolution of problems that are new or unusual, and for which information is incomplete.

A

unstructure or non programmed decisions

62
Q
  • refers to a diagram of the organization’s official positions and formal lines of authority
A

organizationals chart

63
Q

involves assigning different tasks to different people in the organization’s different work units

A

division of labor

64
Q

the collaboration and coordination of its different work units or work divisions.

A

integrations

65
Q

refers to the procedures that connect the work activities of the different work divisions/units of the firm in order to achieve its overall goal.

A

coordination

66
Q

-usually used by companies that start out as entrepreneurial ventures

A

simple

67
Q

flexible and clear accountability.

A

strength

68
Q

no longer appropriate as the company grows.

A

weakness

69
Q

organizational design that groups together similar or related activities.

A

functional

70
Q

organizational design structures that gives a larger company the ability to create separate, semi-autonomous groups

A

divisional

71
Q

show when an authority in a company follows a defined hierarchy, and top managers make most decisions.

A

matrix

72
Q

– refer to organizations formed by the company owner or manager to help the firm accomplish its goas;

A

formal organizations

73
Q

refer to organizations that exist because of friendship or common interest

A

informal organization

74
Q

refers to the division of labor and decision-making responsibility to an individual that reports to a leader or manager.

A

principle of delegation and authority

75
Q

is used to schedule and control projects whose completion cannot be precisely determined.

A

program evaluation review technique (PERT)`

76
Q

This type of business buys products at wholesale price and sells the same at retail price.

A

merchandising

77
Q
  • rely on numerical or measurable data.
A

quantitative approach

78
Q

rely on personal accounts or documents that illustrate in detail how people think or respond within society.

A

qualitative approach

org and manage (2 decks)

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