Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

bus 100 > ch 6 > Flashcards

ch 6 Flashcards

1
Q

Process of coordinating ppl and other resources to achive the goals of an organizaition

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Most orgs make use of 4 kinds of resources to meet org goals:

A

1.Material resources
2.Human resources
3.Financial resources
4.Informational resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

the tangible physical resources an org uses

A

Material resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

People

A

Human resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Funds an org uses to meet its obligations to investors and creditors

A

financial resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Informational resources

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Establishing org goals and deciding how to accomplish them

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

A statement of the basic purpose that makes an org diff from others

A

Mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Identification and evaluation of a firm’s strengths, weaknesses, opportunities, and threats.

A

SWOT analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

firms favorable characteristics and core competencies - approaches and processes that a company performs well that may give it an advantage over its competitors

A

Strengths

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Internal limitations a company faces in developing or implementing plans

A

Weaknesses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Favorable conditions in the environment that could benefit the org of properly executed

A

opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Conditions or barrier that may prevent the firm from reaching its objective

A

Threats

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Outline of the action by which an org intends to accomplish its goals and objectives

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Strategic Plan
Tactical Plan
Operational Plan
contingency plan

A

Types of plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Strategic Plan

A

Orgs broadest plan, dev as a guide for major policy setting and decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Smaller-scale plan dev to implement a strategy

A

Tactical plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Type of plan designed to implement tactical plans

A

operational plan

19
Q

A plan that outlines alternative courses of action that may be takes if org other plans are disrupted or become ineffective

A

Contingency plan

20
Q

The grouping of resources and activities to accomplish some end result in an efficient and effective manner

A

organizing

21
Q

Process of evaluating and regulating ongoing activities to ensure that goals are achieved

A

controlling

22
Q

-the control function includes 3 steps:
-Setting standards
Ex: establishes a goal of increasing profits by 12 percent
-Measuring actual performance
Ex: Southwest’s management will monitor its profit on a monthly basis to ensure success
-Taking corrective action
Ex: After 3 mths management finds that prof have only increased by 1%, thus corrective action must take place

A

Controlling ongoing activities

23
Q

-An upper-level exec who guides and controls the overall fortunes of an org.
-Generally responsible for dev the orgs mission
-Determines the firm’s strategy
-Common titles: president, vice president, chief exec

A

top manager

24
Q

a manager who implements the strategy and major policies dev by top management
-Develops tactical and operational plans
-Coordinates, and supervises the activities of first-line managers

A

Middle manager

25
Q

A manager who coordinates and supervises the activities of operating employees
-spends most time working with and motivating employees, answering questions and solving day-to-day probs

A

First-line manager

26
Q

Manager who is primarily responsible for an orgs financial resources

A

Financial manager

27
Q

A manager who manages the systems that convert resources into goods and services

A

Operations manager

28
Q

The manager who responsible for facilitating the exchange of prod between an organization and its customers or clients

A

marketing manager

29
Q
  • A person charged with managing an org human resource programs
A

Human resources manager

29
Q

manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership

A

Administrative Manager

29
Q

Analytical Skills
Interpersonal Skills
Conceptual Skills
Communication Skills
technical Skills

A

Key management Skills

30
Q

-Ability to think in abstract terms
-manager understands how the various parts of an org or idea can fit together

A

Conceptual Skills

31
Q

the ability to deal effectively with other people
Ex:
-relate to people
-Understand their needs and motives
-Show genuine compassion

A

Interpersonal skills

32
Q

-Ability to speak, listen and write effectively
-Oral Communication skills are used when a manager makes sales presentations, conducts interviews, and holds press conf
-Written communication skills are important to prepare letters, emails, memos, sales reports, and other written documents.

A

Communication skills

33
Q

-Ability to influence other
-Strives for voluntary cooperation, whereas a manager may have to depend on coercion to change employee behavior

A

Leadership

34
Q

Have:
-Legitimate power of position
-Authority within an org to influence others to work toward an orgs objectives.

A

Formal leaders

35
Q

Do not have the authority to influence others to work towards the orgs objectives
May or may not exert their influence in support of the org

A

Informal Leaders

36
Q

-Ability to grant rewards or impose punishments
-Possession of expert knowledge
-Personal attraction or charisma

A

-Both forms of leadership make use of several kinds of power:

37
Q

Personality-based leadership style in which the manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders

A

Entrepreneurial leadership

38
Q

Effective Managerial leadership style

A

-No best managerial leadership, most effective style depends on the right balance between;
-interaction among employees
-Characteristics of the work situation
-Managers personality

39
Q

-the discrepancy between an actual condition and the desired condition (can be positive)
-Effective managers clarify situations, examine the causes of probs, and consider how individual behaviors and values affect the way problems or opportunities are defined

A

problem

40
Q

Coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement

A

Total quality management

41
Q

Process of evaluating the prod, processes, or management practices of another organization that is superior in some way in order to improve quality

A

benchmarking

bus 100 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions