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Supply Chain Management > BMEC > Flashcards

BMEC Flashcards

Chapter 3

1
Q

Two perspectives concerning the role that managers play in an organization’s success
or failure have been proposed.

A

OMNIPOTENT & SYMBOLIC

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2
Q

Maintains that managers are directly responsible for the success or failure of an organization.

A

Omnipotent

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3
Q

Upholds the view that much of an organization’s success or failure is due to external forces outside managers’
control.

A

Symbolic

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4
Q

Is the shared values, principles, traditions, and ways of
doing things that influence the way organizational members act.

A

Organizational culture

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5
Q

Seven dimensions of an organization’s culture have been proposed

A
  1. Innovation and Risk-taking
  2. Attention to Detail
  3. Outcome Orientation
  4. People Orientation
  5. Team Orientation
  6. Aggressiveness
  7. Stability
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6
Q

(the degree to which employees are encouraged to
be innovative and take risks)

A

Innovation and Risk-taking

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7
Q

(the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth)

A

Stability

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8
Q

(the degree to which management decisions take into
consideration the effect on people within the organization)

A

People orientation

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9
Q

(the degree to which people are aggressive and competitive
rather than easygoing and cooperative)

A

Aggressiveness

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10
Q

(the degree to which employees are expected to exhibit
precision, analysis, and attention to detail)

A

Attention to detail

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11
Q

(the degree to which work activities are organized around
teams rather than individuals)

A

Team orientation

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12
Q

(the degree to which managers focus on results or
outcomes rather than on the techniques and processes used to achieve
those outcomes)

A

Outcome Orientation

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13
Q

Strong cultures are found in organizations where key values are intensely
held and widely shared. T OR F

A

T

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14
Q

One study
found that employees in firms with strong cultures were more committed to
their firm than were employees in firms with weak cultures. Organizations
with strong cultures also used their recruitment efforts and socialization
practices to build employee commitment. TRUE OR FALSE

A

TRUE

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15
Q

The original source of an organization’s culture is usually a reflection of?

A

The vision or mission of the organization’s founders.

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16
Q

How Employees Learn Culture?

A

Through stories, rituals, material symbols,
and language.

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17
Q

Where did employees learn the culture?

A

Organizational stories

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18
Q

How an Organization’s Culture Continues?

A
  1. When a culture is in place, practices help to maintain it.
  2. Hiring practices reflect the culture in terms of “fit.”
  3. Actions of top executives help to maintain the culture.
  4. New employees learn the organization’s way of doing things
    through socialization—the process that helps employees adapt to
    the organization’s culture.
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19
Q

The process that helps employees adapt to
the organization’s culture.

A

Socialization

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20
Q

Is a culture where organizational values promote a sense
of purpose through meaningful work that takes place in the context of community.

A

Workplace spirituality

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21
Q

Five cultural characteristics evident in spiritual organizations:

A

 Strong sense of purpose
 Focus on individual development
 Trust and openness
 Employee empowerment
 Toleration of employee expression

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22
Q

Consists of those factors and forces outside
the organization that affect the organization’s performance.

A

External environment

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23
Q

Includes those external forces that have
a direct impact on managers’ decisions and actions and are directly
relevant to the achievement of the organization’s goals.

A

Specific environment

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24
Q

Include firms that provide materials and
equipment as well as firms with financial and labor
inputs. Managers seek to ensure a steady flow of the
needed materials, equipment, financial, and labor
inputs at the lowest possible price.

A

Suppliers

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25
Q

Cannot be ignored by managers.
Changes in social and political movements influence

A

Pressure groups

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26
Q

The reason for an organization’s
existence, since customers absorb the organization’s
outputs AND represent potential uncertainty,
particularly if their tastes and desires change.

A

Customers

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27
Q

Are companies with the similar products or services aim to the same market

A

Competitors

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28
Q

Includes these broad external conditions
that may affect the organization:

A

General environment

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29
Q

Conditions include the general political stability
of countries in which an organization does business and the specific attitudes that elected officials have toward business. Federal, state, and local governments can influence what organizations can and cannot do.

A

Political/legal

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30
Q

Conditions include interest rates, inflation rates,
changes in disposable income, stock market fluctuations,
and the general business cycle.

A

Economic

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31
Q

Including physical characteristics of
a population (e.g., gender, age, level of education,
geographic location, income, composition of family) can
change, and managers must adapt to these changes.

A

Demographic

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32
Q

Include the changing expectations of
society. Societal values, customs, and tastes can change,
and managers must be aware of these changes.

A

Sociocultural

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33
Q

Which have changed more rapidly than any other element of the general environment.

A

Technological

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34
Q

Include global competitors and global consumer markets

A

Global conditions

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35
Q

Components of the environment change
frequently.

A

Dynamic environment

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36
Q

Change is minimal

A

Stable environment

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37
Q

Is the number of
components in an organization’s environment and the extent of an organization’s knowledge about those components.

A

Environmental complexity

38
Q

Refers to, ‘the degree to which future states of the world cannot be anticipated and accurately predicted

A

Environmental uncertainty

39
Q

who coordinates and oversees
the work of other people so that organizational goals can be accomplished. However,

A

Manager

40
Q

lowest level of management

A

First-line managers

41
Q

include all levels of management between the first-line level and
the top level of the organization.

A

Middle managers

42
Q

include managers at or near the top of the organization who are
responsible for making organization-wide decisions and establishing plans and goals
that affect the entire organization.

A

Top managers

43
Q

involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.

A

Management

44
Q
  • Doing things right
  • getting the most output for the least input
A

Efficiency

45
Q
  • Doing the right thing
  • attaining organizational goals
A

Effectiveness

46
Q

a French industrialist in the early 1900s,
proposed that managers perform five management functions: POCCC

A

Henri Fayol

47
Q

involves defining goals, establishing strategies for achieving those goals,
and developing plans to integrate and coordinate activities.

A

Planning

48
Q

involves arranging and structuring work to accomplish the
organization’s goals.

A

Organizing

49
Q

involves working with and through people to accomplish organizational
goals.

A

Leading

50
Q

involves monitoring, comparing, and correcting work performance.

A

Controlling

51
Q

refer to specific categories of managerial behavior.

A

Management Roles.

52
Q

include figurehead, leadership, and liaison activities.

A

Interpersonal roles

53
Q

include monitoring, disseminating, and spokesperson
activities.

A

Informational roles

54
Q

include entrepreneur, disturbance handler, resource allocator,
and negotiator.

A

Decisional roles

55
Q

Managers need certain skills to perform the challenging duties and
activities associated with being a manager.

A

Management Skills.

56
Q

found through his research in the early 1970s that managers need
three essential skills.

A

Robert L. Katz

57
Q

are job-specific knowledge and techniques needed
to proficiently perform specific tasks.

A

Technical skills

58
Q

are the ability to work well with other people individually
and in a group.

A

Human skills

59
Q

are the ability to think and to conceptualize about
abstract and complex situations.

A

Conceptual skills

60
Q

is a deliberate arrangement of
people to accomplish some specific purpose.

A

organization

61
Q

Without a doubt, management is
needed in all types and sizes of organizations, at all organizational levels,
and in all organizational work areas throughout the world.

A

Universality of Management.

62
Q

a. Managers may have difficulty in effectively blending the
knowledge, skills, ambitions, and experiences of a diverse
group of employees.

b. A manager’s success typically is dependent on others’ work
performance.

A

Challenges

63
Q

Managers have an opportunity to create a work environment
in which organizational members can do their work to the
best of their ability and help the organization achieve its
goals.

A

Rewards

64
Q

Organizations and managers have existed for thousands of years. The
Egyptian pyramids and the Great Wall of China were projects of
tremendous scope and magnitude, requiring the efforts of tens of
thousands of people.

A

Ancient management

65
Q

author of the classical economics doctrine “The Wealth of Nations”

A

Adam Smith

66
Q

(the breakdown of jobs into narrow, repetitive tasks)
would bring to organizations and society.

A

division of labor

67
Q

The introduction of machine powers
combined with the division of labor made large, efficient factories possible.
Planning, organizing, leading, and controlling became necessary activities.

A

Industrial Revolution

68
Q

defined as the use of the scientific method to determine the
“one best way” for a job to be done.

A

SCIENTIFIC MANAGEMENT

69
Q

the “father” of scientific
management.

A

Frederick W. Taylor

70
Q

proceeded to study and

develop their own methods of scientific management.

best known for his experiments in reducing the number of
motions in bricklaying.

A

Frank and Lillian Gilbreth

71
Q

devised a classification scheme to label 17 basic hand motions

A

therbligs

72
Q

tool to identify unnecessary movement

A

Microchronometer

73
Q

This group of writers, who focused on the entire organization, developed more general
theories of what managers do and what constitutes good management practice.

A

GENERAL ADMINISTRATIVE THEORY

74
Q

stated the 14 principles of management

A

Henri Fayol

75
Q

was a German sociologist who wrote in the early twentieth century.

a. Weber developed a theory of authority structures and described organizational
activity based on authority relations.

b. He described the ideal form of organization as a bureaucracy marked by division
of labor, a clearly defined hierarchy, detailed rules and regulations, and
impersonal relationships.

A

Max Weber

76
Q

known as operations
research or management science, uses quantitative techniques to improve decision
making. This approach includes applications of statistics, optimization models,
information models, and computer simulations.

A

QUANTITATIVE APPROACH TO MANAGEMENT

77
Q

The field of study concerned with the actions (behaviors) of people at work

A

organizational behavior

78
Q

Early OB Advocates

A

Robert Owen

Hugo Munsterberg

Mary Parker Follett

Chester Barnard

79
Q

interest in human behavior in organizational settings.

A

Hawthorne Studies

80
Q

is a set of interrelated and
interdependent parts arranged in a manner that produces a unified whole.

A

system

81
Q

is not influenced by and
does not interact with its environment.

A

closed system

82
Q

interacts with its environment .

A

open system

83
Q

view that the organization
recognizes and responds to situational variables as they arise.

A

The contingency approach

84
Q

Organizational operations are no longer limited by national
borders. Managers throughout the world must deal with new opportunities
and challenges inherent in the globalization of business.

A

Globalization.

85
Q

hottest issue that could have negative and positive outcome issue

A

Ethics

86
Q

refers to a workforce that is heterogeneous in terms
of gender, race, ethnicity, age, and other characteristics that reflect
differences.

A

Workforce diversity

87
Q

the process whereby an individual or group of individuals use
organized efforts to pursue opportunities to create value and grow by fulfilling wants and
needs through innovation and uniqueness, no matter what resources the entrepreneur
currently has.

A

Entrepreneurship

88
Q

is a comprehensive term
describing the way an organization does its work by using
electronic (Internet-based) linkages with its key constituencies in
order to efficiently and effectively achieve its goals.

A

E-business

89
Q

is the sales and marketing
component of e-business.

A

E-commerce

90
Q

involves cultivating a learning culture
where organizational members systematically gather knowledge
and share it with others in the organization so as to achieve better
performance.

A

Knowledge management

91
Q

a philosophy of management that is driven by continual
improvement and response to customer needs and expectations.

A

Quality management

92
Q

Quality experts of quality management

A

W. Edwards
Deming

Supply Chain Management (8 decks)

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