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BA 101 > Chapter 4 & 5 Deck > Flashcards

Chapter 4 & 5 Deck Flashcards

1
Q

Under a ( ) structure, employees from various functional areas form teams to combine their skills in working on a specific project.

A

matrix

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2
Q

The principle of ( ) refers to the number of people reporting to a particular manager.

A

span of control

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3
Q

What are the four primary functions of management?

A
  1. planning
  2. organizing
  3. directing
  4. controlling resources
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4
Q

After you have clarified a problem, your next step is to:

A

generate possible solutions

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5
Q

The ability to get along well with and motivate other people depends on ( ) skills and is vital at any level of management.

A

interpersonal

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6
Q

( ) planning means identifying those aspects of a business that are most likely to be adversely affected by change.

A

Contingency

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7
Q

SWOT analysis is a common approach used to:

A

assess a company’s fit with its environment.

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8
Q

A company’s ( ) states what the organization is generally committed to doing.

A

mission statement

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9
Q

If there is a difference between actual performance and standard performance, the reason is:

A
  1. lower than expected performance.
  2. higher than expected performance.
  3. poorly calculated standard.
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10
Q

The toughest part of the problem-solving process is ( ).

A

selecting your best option

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11
Q

The ( ) enforces a number of federal employment laws, including the Equal Pay Act.

A

Equal Employment Opportunity Commission

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12
Q

( ) are forms of compensation other than salaries, hourly wages, or financial incentives.

A

benefits

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13
Q

( ) starts when each side states its position and presents its demands.

A

negotiation

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14
Q

Under a ( ) policy, you can work fewer than 40 hours a week if you’re willing to have your pay and benefits adjusted accordingly.

A

part-time employment

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15
Q

The selection process is an HR function that:

A

utilizes information gathered through employment tests and interviews

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16
Q

( ) is the process of settling differences and establishing mutually agreeable conditions under which employees will work.

A

Collective bargaining

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17
Q

Low turnover is particularly important in the ( ) industry because it depends on service-oriented personnel to generate repeat business.

A

retail

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18
Q

Before on-the-job training begins, all new hires are introduced to their jobs through a process called ( ).

A

orientation

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19
Q

You’d make the process ( ) by ensuring that the right things got done and that they all contributed to the success of the enterprise.

A

effective

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20
Q

You’d make the process ( ) by ensuring that activities were performed in the right way and used the fewest possible resources.

A

efficient

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21
Q

In ( ), managers set goals and determine the best way to achieve them.

A

planning

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22
Q

( ) means allocating resources (people, equipment, and money) to carry out the company’s plans.

A

organizing

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23
Q

( ) is the process of providing focus for employees and motivating them to achieve organizational goals.

A

directing

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24
Q

( ) involves comparing actual to expected performance and taking corrective action when necessary.

A

controlling

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25
Q

Where does planning begin in a business context?

A

Planning begins at the highest level and works its way down through the organization.

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26
Q

( ) is the process of establishing an overall course of action.

A

strategic planning

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27
Q

( ) are fundamental beliefs about what’s important and what is and isn’t appropriate in conducting company activities.

A

core values

28
Q

( ) are major accomplishments that the company wants to achieve over a long period (say, five years).

A

goals

29
Q

( ) are shorter-term performance targets that direct the activities of the organization toward the attainment of a goal.

A

objectives

30
Q

The overall plan is broken down into more manageable, shorter-term components called ( ).

A

tactical plans

31
Q

The tactical plan is then broken down into various ( ) that provide detailed action steps to be taken by individuals or groups to implement the tactical plan and, consequently, the strategic plan.

A

operational plans

32
Q

( ) means altering existing organizational structures to become more competitive under conditions that have changed.

A

restructuring

33
Q

Every manager has a ( ), a way of interacting with and influencing others.

A

leadership style

34
Q

Managers who have developed ( ) tend to make decisions without soliciting input from subordinates.

A

autocratic leadership style

35
Q

Managers who favor a ( ) generally seek input from subordinates while retaining the authority to make the final decisions.

A

democratic leadership style

36
Q

In practicing a ( ), managers adopt a “hands-off” approach and provide relatively little direction to subordinates.

A

laissez-faire leadership style

37
Q

You need ( ) skills to perform specific tasks.

A

technical

38
Q

Having the ability to reason abstractly and analyze complex situations means you have ( ) skills.

A

conceptual

39
Q

Top managers need strong ( ), while those at midlevels need good ( ) and those at lower levels need ( ).

A

conceptual skills/interpersonal skills/technical skills

40
Q

This consists of all actions that an organization takes to attract, develop, and retain quality employees.

A

human resource management (HRM)

41
Q

Identification of the tasks, responsibilities, and skills of a job, as well as the knowledge and abilities needed to perform it.

A

job analysis

42
Q

( ) supplement a company’s permanent workforce.

A

contingent workers

43
Q

Psychologist Abraham Maslow’s ( ) proposed that we are motivated by the five unmet needs.

A

hierarchy-of-needs theory

44
Q

What are the five unmet needs according to the hierarchy-of-needs theory?

A
  1. Physiological needs
  2. Safety needs
  3. Social needs
  4. Esteem needs
  5. Self-actualization needs
45
Q

( ) divides work factors into motivation factors (those that are strong contributors to job satisfaction) and hygiene factors (those that, though not strong contributors to satisfaction, must be present to prevent job dissatisfaction).

A

two-factor theory

46
Q

( ) proposes that employees work hard to obtain a reward when they value the reward, believe that their efforts will result in acceptable performance, and believe that acceptable performance will lead to a desired outcome or reward.

A

expectancy theory

47
Q

( ) focuses on our perceptions of how fairly we’re treated relative to others.

A

equity theory

48
Q

If you’re paid according to the number of hours you work, you’re earning ( ).

A

wages

49
Q

if you’re paid for fulfilling the responsibilities of a position—regardless of the number of hours required to do it—you’re earning a ( ).

A

salary

50
Q

Compensation paid to workers according to the quantity of a product that they produce or sell.

A

piecework

51
Q

Compensation paid to employees based on the dollar amount of sales that they make.

A

commission

52
Q

( ) are the annual income given in addition to salary

A

bonuses

53
Q

A ( ) relies on a predetermined formula to distribute a share of the company’s profits to eligible employees.

A

profit-sharing plan

54
Q

( ) gives employees the right to buy a specific number of shares of company stock at a set price on a specified date.

A

stock-option plans

55
Q

Other factors may contribute to employee satisfaction. Some companies use ( ) to make jobs more interesting and challenging.

A

job redesign

56
Q

( ) allows employees to rotate from one job to another on a systematic basis.

A

job rotation

57
Q

( ) enhances a job by adding tasks at similar skill levels.

A

job enlargement

58
Q

( ) adds tasks that increase both responsibility and opportunity for growth.

A

job enrichment

59
Q

( ) allows employees to designate starting and quitting times, compress workweeks, or perform part-time work.

A

flextime

60
Q

With ( ), two people share one full-time position.

A

job sharing

61
Q

On a semiannual or annual basis, managers also conduct formal ( ) to discuss and evaluate employees’ work performance.

A

performance appraisals

62
Q

The ( ) approach ensures that employees (mostly managers) get feedback from all directions—from supervisors, reporting subordinates, coworkers, and even customers.

A

360-degree feedback

63
Q

( ) requires only the manager’s subordinates to provide feedback.

A

upward feedback

64
Q

Permanent separation of an employee from a company.

A

turnover

65
Q

Sometimes, employers lay off workers because revenues are down and they must resort to ( ) —to cut costs by eliminating jobs.

A

downsizing

66
Q

Legal doctrine that allows an employer to fire an employee at will.

A

employment-at-will

67
Q

Some workers belong to ( ) —organized groups of workers that bargain with employers to improve members’ pay, job security, and working conditions.

A

labor unions

BA 101 (9 decks)

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