Bidness Flashcards
The ________ is a set of forces and conditions in the world outside an organization’s boundary that affects how it operates and shapes its behavior.
Global Environment
Task Environment
General Environment
- B. competitors, distributors,
customers, suppliers - A.technological forces, economic
forces, sociocultural forces,
demographic forces, political
forces
Which components make up the the task environment. You may select the more than one choice
competitors
suppliers
distributors
customers
Which of the following forces makeup the General Environment
political and legal
technological
sociocultural
demographic
economic
____ Is the set of specific and general forces that work together to integrate and connect economic, political, and social
systems across countries, cultures, or geographic regions.
globalization
Match the correct components of Hofstede’s Model of National Culture with their appropriate definition
- Individualism Versus Collectivism
- Power distance
- Achievement versus nurturing orientation
- Uncertainly avoidance
- Long term versus short term orientation
- B.A worldview that values individual freedom
and self-expression and adherence to the
principle that people should be judged by their
individual achievements rather than by their
social background. - E .The degree to which societies accept the idea
that inequalities in the power and wellbeing of
their citizens are due to differences in
individuals’ physical and intellectual
capabilities and heritage. - A worldview that values assertiveness,
performance, success, and competition.
A worldview that values the quality of life,
warm personal friendships, and services and
care for the weak. - D A worldview that values the quality of life,
warm personal friendships, and services and
care for the weak. - C A worldview that values thrift and persistence
in achieving goals..
The set of forces and conditions that originates with suppliers, distributors, customers, and competitors and affects an organization’s ability
to obtain inputs and dispose of its outputs. These forces and conditions influence managers daily.
Task Environment
____ is the purchase or production of inputs or final products from overseas suppliers to lower
costs and improve product quality or design
global outsourcing, outsourcing
What are the three steps in planning
Implementing Strategy
Formulating Strategy
Determining the Organizational Mission & Goals
A ______ a broad declaration of an organization’s purpose that identifies the organization’s products and customers
and distinguishes the organization from its competitors.
mission statement
is the generation of multiple forecasts of future conditions followed by an analysis
of how to respond effectively to each of those conditions.
Scenario planning, contingency planning
- Corporate-Level Strategy
- Business-Level Strategy
- Functional-Level Strategy
A. A plan of action to manage the
growth and development of an
organization so as to maximize its
long-run ability to create value
C.A plan of action to take advantage
of favorable opportunities and find
ways to counter threats so as to
compete effectively in an industry
B. .A plan of action to improve the
ability of an organization’s
departments to create value
A planning exercise to identify strengths and weaknesses inside an organization and opportunities and threats in the environment is also
know as the SWOT Analysis
True
Which of the following are members of the Five Forces Model?
The power of large customers
The level of rivalry among organizations in an industry
The threat of substitute products
The power of large suppliers
The potential for entry into an industry
The ________ is driving the organization’s costs down below the costs of its rivals.
low-cost strategy, low cost strategy
Order the stages of the vertical value chain.
- Raw materials
- Intermediate manufacturing
- Assembly
- Distribution
What are the main reasons for planning.
Planning is necessary to give the organization a sense of direction and purpose.
Planning is a useful way of getting managers to participate in decision making about the
appropriate goals and strategies for an organization.
A plan helps coordinate managers of the different functions and divisions of an organization to
ensure that they all pull in the same direction and work to achieve its desired future state.
A plan can be used as a device for controlling managers within an organization.
_________ is distinguishing an organization’s products from the products of
competitors on dimensions such as product design, quality, or after-sales service
differentiation strategy, product differentiation
Theory X
Theory Y
- A set of negative assumptions
about workers that leads to the
conclusion that a manager’s task is
to supervise workers closely and
control their behavior - B .A set of positive assumptions about
workers that leads to the conclusion
that a manager’s task is to create a
work setting that encourages
commitment to organizational goals
and provides opportunities for
workers to be imaginative and to
exercise initiative and selfdirection.
You are the director of a national company comprised of 10 factories that produces widgets. You have been looking for innovative ways to
increase production and you are a firm believer in cross training your employees as a way to create flexibility within the workforce. Over a
6 month period you have implemented a plan to cross train employees one factory at a time. During this process, you noticed there was an
increase in production in factories that had yet to begin participating in the flexibility rotation. A further look in to the increase in
production you noticed that employees were more skilled and efficient in their daily tasks as a result of not having to learn more than one
job.
job specialization
Principle 1
Principle 2
Principle 3
Principle 4
According to the principles of scientific management, match the appropriate definition with the correct principle.
- B .Study the way workers perform
their tasks, gather all the informal
job knowledge that workers
possess, and experiment with ways
of improving how tasks are
performed - D .Codify the new methods of
performing tasks into written rules
and standard operating procedures. - C Carefully select workers who
possess skills and abilities that
match the needs of the task, and
train them to perform the task
according to the established rules
and procedures - Establish a fair or acceptable level
of performance for a task, and then
develop a pay system that rewards
performance above the acceptable
level.
Principle 1
Principle 2
Principle 3
Principle 4
Principle 5
D..In a bureaucracy, a manager’s
formal authority derives from the
position he or she holds in the
organization.
E..In a bureaucracy, people should
occupy positions because of their
performance, not because of their
social standing or personal contacts.
C.The extent of each position’s
formal authority and task
responsibilities, and its relationship
to other positions in an
organization, should be clearly
specified.
B. .Authority can be exercised
effectively in an organization when
positions are arranged
hierarchically, so employees know
whom to report to and who reports
to them
A..Managers must create a welldefined system of rules, standard
operating procedures, and norms so
they can effectively control
behavior within an organization
What are standard operating procedures (SOPs)?
Specific sets of written instructions about how to perform a certain aspect of a task.
The following is the definition of ____
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.
Rules
The following is the definition of which term?
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by
most members of a group or organization.
Norms
(2)
Theory X
Theory Y
- Average employee lazy
- Not inherently lazy
Match the appropriate description with the correct term
Quantitative management
Operations management
Total quality management
Management information system
D.uses mathematical techniques—
such as linear and nonlinear
programming, modeling,
simulation, queuing theory, and
chaos theory—to help managers
decide, for example, how much
inventory to hold at different times
of the year, where to locate a new
factory, and how best to invest an
organization’s financial capital. IT
offers managers new and improved
ways of handling information so
they can make more accurate
assessments of the situation and
better decisions
C.gives managers a set of techniques
they can use to analyze any aspect
of an organization’s production
system to increase efficiency. IT,
through the Internet and through
growing B2B networks, is
transforming how managers acquire
inputs and dispose of finished
products.
B..focuses on analyzing an
organization’s input, conversion,
and output activities to increase
product quality. 51 Once again,
through sophisticated software
packages and computer-controlled
production, IT is changing how
managers and employees think
about the work process and ways of
improving it
A..give managers information about
events occurring inside the
organization as well as in its
external environment—information
that is vital for effective decision
making. IT gives managers access
to more and better information and
allows more managers at all levels
to participate in the decisionmaking process
____ is a system that takes in resources from its external environment and converts or transforms them into goods and
services that are sent back to that environment, where they are bought by customers
open system
What are Fayol’s 14 Principles of Management
(everything)
Unity of command
Division of labor
Centralization
Discipline
Stability of tenure of personnel
Equity
Unity of direction
Order
Subordination of individual interests to the common interest
Authority and responsibility
Initiative
Remuneration of personnel
Line of authority
Esprit de corps
SCIENTIFIC MANAGEMENT
THEORY
ADMINISTRATIVE
MANAGEMENT THEORY
BEHAVIORAL MANAGEMENT
THEORY
MANAGEMENT SCIENCE
THEORY
ORGANIZATIONAL
ENVIRONMENT THEORY
D..The search for efficiency started with the study
of how managers could improve person–task
relationships to increase efficiency. The
concept of job specialization and division of
labor remains the basis for the design of work
settings in modern organizations. New
developments such as lean production and total
quality management are often viewed as
advances on the early scientific management
principles developed by Taylor and the
Gilbreths.
C..Max Weber and Henri Fayol outlined principles
of bureaucracy and administration that are as
relevant to managers today as they were when
developed at the turn of the 20th century. Much
of modern management research refines these
principles to suit contemporary conditions. For
example, the increasing interest in the use of
cross-departmental teams and the
empowerment of workers are issues that
managers also faced a century ago.
A.Researchers have described many different
approaches to managerial behavior, including
Theories X and Y. Often the managerial
behavior that researchers suggest reflects the
context of their own historical eras and
cultures. Mary Parker Follett advocated
managerial behaviors that did not reflect
accepted modes of managerial behavior at the
time, and her work was largely ignored until
conditions changed
B..The various branches of management science
theory provide rigorous quantitative techniques
that give managers more control over each
organization’s use of resources to produce
goods and services
E.The importance of studying the orgaization’s
external environment became clear after the
development of open-systems theory and
contingency theory during the 1960s. A main
focus of contemporary management research is
to find methods to help managers improve how
they use organizational resources and compete
in the global environment. Strategic
management and total quality management are
two important approaches intended to help
managers make better use of organizational
resources
