Ch6 Flashcards

1
Q

Key functions that managers perform

A

Planning, organizing, leading, and controlling.

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2
Q

Division of labour

A

Determining work activities and dividing up tasks

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3
Q

Departmentalization

A

Grouping jobs and employees

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4
Q

Delegation

A

Assigning authority and responsibilities

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5
Q

Organization

A

Order and design of relationships within a company or firm. Consists of two or more people working together with a common objective and clarity of purpose.

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6
Q

Not involved in operations

A

Shareholders vote for who sits on the board of directors and they represent shareholders to management

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7
Q

Management

A

Management execute the goals and policies outlined by the board of directors. The number of layers of management will depend on the organizational structure

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8
Q

Execute the plan

A

Employees follow the directions of their managers

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9
Q

Forms of organizational structures

A

Traditional, matrix, and departmentalization

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10
Q

Departmentalization structure

A

Divides the organization into logical division’s where each division works as a separate unit

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11
Q

Product departmentalization

A

Where the structure is set up so that each section contains a separate product

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12
Q

Functional departmentalization

A

An organization is organized into departments based upon the respective functions each performs for the organization.

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13
Q

Advantages of departmentalization structure

A

• Reporting structure is clear. Relationships and job responsibilities may be clear and defined.
• Power struggles may be less frequent. Fewer battles within the department, as all everyone
should be aligned with a common purpose
• Higher performance. Employees working in focused groups may experience increased
feelings of ownership, commitment, and motivation.

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14
Q

Disadvantages of departmentalization structure

A

• Power struggles. Managers in different departments may have different goals, management
styles and needs, resulting in a battle for power, resources and influence in the direction of the
overall company
• Lack of cohesiveness. Team members from different departments may have difficulty
communicating effectively and working together as a team.
• Teamwork. By separating the skills and abilities of various specialists, the company can decrease
creativity and innovation.
• Lacks Flexibility. The structure can be less flexible because each department is siloed off from
the others, making it harder to collaborate with other departments.

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15
Q

Matrix structure

A

Used in conjunction with the traditional line and staff structure in an organization. Brings together people from different functional areas of the organization

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16
Q

Advantages of matrix structure

A
  • teamwork
  • efficient use of resources
  • flexibility
  • ability to balance conflicting objectives
  • higher performance
  • opportunities for personal and professional development.
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17
Q

Disadvantages of matrix structure

A
  • power struggles
  • confusion among team members
  • lack of cohesiveness
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18
Q

Key attributes of a virtual corporation

A
  • technology
  • opportunism
  • excellence
  • trust
  • no borders
19
Q

Virtual teams

A

Reduced travel time and costs, reduced relocation expenses, and utilization of specialized talent regardless of an employees location

20
Q

Outsourcing

A

Includes customer service, production, engineering, information technology , sales, marketing, and more

21
Q

Gig economy

A

Contract work to freelancers, not considered full time employees.

22
Q

Rational decision making model

A
  1. Identify problem
  2. Choose best decision process
  3. Discover possible choices
  4. Choose choice with most value
  5. Implement choice
  6. Evaluate choice
23
Q

Managerial skills needed

A

Conceptual, human relations, and technical

24
Q

Conceptual skills

A

Being able to relate organization to external environment and being able to recognize the problem and evaluate it.

25
Q

Human relations skills

A

The ability to deal with people in the organization and outside the organization.

26
Q

Technical skills

A

Skills that involve you to perform tasks in a department with specific discipline

27
Q

Types of leadership

A

Autocratic, participative, and free- rein

28
Q

Autocratic leadership

A

Leaders who direct and allow very little input in their decision

29
Q

Participative leadership

A

Democratic: inputs from everyone then votes
Consensual: discussion and everyone comes to a conclusion/decision
Consultative: confer with members but YOU make the final call

30
Q

Free rein leadership

A

Turn all authority over to the group

31
Q

Employee empowerment

A

Participative and free rein leadership styles

32
Q

Group cohesiveness

A

The degree to which group members are attracted to one another and share the same group goals

33
Q
  1. Group work
    Vs
  2. Teamwork
A
  1. Share resources and coordinate efforts to help members better perform their individual tasks
  2. Collaboration, pooling of knowledge, skills, abilities and resources in a collective manner to attain a common goal
34
Q

Types of theories

A
  • equity theory
  • expectancy theory
  • goal setting theory
  • reinforcement theory
35
Q

Equity theory

A

Perception of fairness directly affects workers motivation

36
Q

Expectancy theory

A

The way the individual acts is because of their belief that their efforts will lead to attractive rewards or that they will be recognized

37
Q

Goal setting theory

A

Employees are highly motivated when they set specific goals and get feedback

38
Q

Reinforcement theory

A

People do things because the believe other things will also follow

39
Q

Types of motivations

A
Job enlargement 
Job enrichment 
Job rotation 
Economic incentives 
Work scheduling options
40
Q

Job enlargement

A

Horizontal expansion of a job. Increasing number and variety of tasks a person performs

41
Q

Job enrichment

A

Vertical expansion of a persons job. Person gets more authority.

42
Q

Job rotation

A

Shifting of workers from one job to another

43
Q

Work scheduling options

A

Flexible tome
Compressed work week
4-40 hrs per week

44
Q

Economic incentives

A

Piece rate pays, profit sharing plans, bonuses, gain sharing plans, stock options