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SP-ABM01 > 1Q: ORGANIZATION AND MANAGEMENT > Flashcards

1Q: ORGANIZATION AND MANAGEMENT Flashcards

1
Q

art of getting things done through
and with the people in formally organized
groups - Harold Koontz

A

Management

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2
Q

determines the available alternatives and chooses the best solution that suits a given problem

A

Decision Making

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3
Q

establishing objectives and suitable courses of action before taking action.

A

Planning

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4
Q

arranging an organization’s structure
and coordinating its managerial practices

A

Organizing

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5
Q

recruiting, placing, training and developing personnel

A

Staffing

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6
Q

giving employees reasons or incentives to work

A

Motivating

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7
Q

directing and influencing task-related
activities of organization members.

A

Leading

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8
Q

monitoring actual organizational activities to see that they conform to planned activities and correcting deviations or flow.

A

Controlling

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9
Q

factors which affect the
availability, production and
distribution of a society’s
resources among competing
users.

A

Economic Forces

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9
Q

transferring information from one communicator to another.

A

Communicating

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10
Q

influence of political and
legal institutions on
people and organizations.

A

Political Forces

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10
Q

aspects of culture
that guide and
influence
relationships among
people.

A

Social Forces

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11
Q

outlined the importance of
management as a science and called for the development of management principles (Management Theories)

A

Henry Towne

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11
Q

advocated concern for the working
and living conditions of workers (Management Theories)

A

Robert Owen

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11
Q

predicted the specialization of
mental work; and suggested profit sharing (Management Theories)

A

Charles Babbage

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12
Q

management perspective that
emerged during the 19th and 20th
centuries that emphasized a
rational, scientific approach to
the study of management and
thought to make organizations as
efficient operating machines.

A

Classical Perspective Theory

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12
Q

Father of Scientific Management + 4 principles of Scientific Management

A

Frederick Taylor

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13
Q

14 General Principles of Management

A

Henry Fayol

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13
Q

Hawthorne Studies

A

Elton Mayo

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14
Q

Industrial Psychology

A

Hugo Munsterburg

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14
Q

power sharing,
group dynamics,
conflict resolution

A

Mary Follet

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15
Q

Theory of Motivation

A

Abraham Maslow

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16
Q

producing
desired results without
wasting materials, time or
energy or simply “doing
things right”

A

Efficient

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16
Q

means
producing a result that is
wanted or simply “doing
the right thing”

A

Effective

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17
Q

symbolic head; obliged to
perform a number of routine duties of
a legal or social nature

A

Figurehead

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17
Q

responsible for the motivation
of subordinates; responsible for
staffing, training and associated duties

A

Leader

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18
Q

receives wide variety of information;
serves as nerve center of internal and external
information of the organization

A

Monitor

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18
Q

maintain self-developed
network of outside contacts and
informers who provide favors and
information.

A

Liaison

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18
Q

transmits information received
from outsiders or other subordinates to
members of the organization

A

Disseminator

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19
Q

The people who buy and use a firm’s
product and services are an important
part of external micro-environment.

A

Customers

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19
Q

In the firm’s external
micro-environment, provides an
important link between a business
firm and its ultimate customers.

A

Marketing Intermediaries

20
Q

Different firms in an industry
compete for sale of their
products.

A

Competitors

20
Q

important force in
external microenvironment.

A

Publics

21
Q

Agriculture, industrial production,
infrastructure, and planning, basic
economic philosophy, stages of
economic development, trade cycles,
national income, per capita income,
savings, money supply, price level and
population.

A

Economic Environment

21
Q

implies systematic
application of scientific or other
organized knowledge to practical
tasks or activities

A

Technological Environment

21
Q

The political- legal environment includes
the activities of three political institutions,
namely, legislature, executive and
judiciary which usually play a useful role in
shaping, directing, developing and
controlling business activities.

A

Political-Legal Environment

22
Q

liberation and globalization

A

Global or International Inputs

22
Q

people’s status and attitudes

A

Socio-Cultural Environment

22
Q

size and growth of population

A

Demographic Environment

23
Q

Launching a new idea or introducing
procedures such as a cost reduction programme

A

Entrepreneur

23
Q

strikes

A

Disturbance Handler

23
Q

transmits
information to outsiders on
organization’s plans, policies,
actions, and results; serves as
expert on organization’s industry

A

Spokesperson

24
Q

seeking for and sorting
through data about the environment
which is the process of gathering
information about events and their
relationships within an organization’s
external and internal environments.

A

Environmental Scanning

24
Q

Approving expenditure on a project

A

Resource Allocator

24
Q

refers to the factors/elements
within the organization which
may affect, either positively or
negatively, the performance of
the organization.

A

Internal Business Environment

24
Q

raw materials and components

A

Supplier of Inputs

25
Q

Drawing up contracts with suppliers

A

Negotiator

26
Q

refers to the factors/elements
outside the organization which may
affect, either positively or negatively,
the performance of the organization.

A

External Business Environment

27
Q

guides to mission and objectives

A

Value System

27
Q

source of many inputs

A

Natural Environment

27
Q

domain of the company

A

Mission and Objectives

28
Q

composition of board directors

A

Organization Structure

28
Q

determining the internal environment

A

Corporate Culture

29
Q

bargains for better wages

A

Labor Unions

29
Q

quality of employees

A

Quality of Human Resources

29
Q

determining efficiency and cost of production

A

PHYSICAL RESOURCES AND
TECHNOLOGICAL CAPABILITIES

30
Q

framework
that helps analysing the
level of competition within
a certain industry.

A

PORTER’S FIVE
FORCES

30
Q

SWOT

A

STRENGTHS,
WEAKNESSES, OPPORTUNITIES,
AND THREATS (SWOT).

31
Q

framework or tool
used to analyses and monitor the
macro-environmental factors that
may have a profound impact on
an organization’s performance.

A

PESTEL

31
Q

the process of measuring or
comparing one’s own products, services, and practices with those of the recognized industry leaders in order to identify areas for improvement.

A

Benchmarking

31
Q

simplest form of
business and the easiest to register,

A

Sole Proprietorship

31
Q

consists of two or more persons
who bind themselves to contribute money or industry to a common fund, with the intention of dividing the profits among themselves.

A

Partnership

31
Q

at least 5
natural persons up to a maximum of 15,

A

Corporation

32
Q

an organization established
for the purpose of purchasing and marketing the products of its members, i.e.,
shareholders, and/or procuring supplies for
resale to the members, whose profits are
distributed to the members (in the form of
patronage dividends), not on the basis of the members’ equity.

A

Cooperative

33
Q

management function that
determines human resources
needs, recruit, selects, trains
and develops human
resources for job created by
an organization.

A

Staffing

34
Q

The planned output of any organization
will require a systematic deployment of
human resources at various levels. To
be able to do it, the manager will have
to involve himself with human resource
planning.

A

Human Resources Planning

35
Q

assessment of future human resource
needs of the organization in relation to its current capabilities.

A

Forecasting

36
Q

translating the forecasted human
resource needs to personnel objectives and goals.

A

Programming

37
Q

refers to monitoring human
resource action plans and evaluating their success.

A

Evaluation and Control

38
Q

attracting qualified persons to apply
for vacant positions in the company
so that those who are best suited to
serve the company may be selected.

A

Recruitment

38
Q

is the process of picking or choosing
the right candidate, who is most suitable for a
vacant job position in an organization. In others
words, selection can also be explained as the
process of interviewing the candidates and
evaluating their qualities, which are required for a
specific job and then choosing the suitable
candidate for the position.

A

Selection

39
Q

after an applicant is finally selected
and subsequently hired, the next
steps undertaken are

A

Induction and Orientation

40
Q

is the measurement of employee
performance. The purposes of performance appraisals are as follows:

A

Performance Appraisal

40
Q

describes the cash
rewards paid to employees in exchange
for the services they provide. It may
include base salary, wages, incentives
and/or commission.

A

Compensation

41
Q

this is a
rewards program adopted by a
business enterprise in inspiring
and motivating appropriate
employee behavior. And this
kind of reward system can be
monetary or in other ways.

A

Reward System

SP-ABM01 (3 decks)

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