Chapter 7-10 Flashcards
Process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.
Management
Anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives
Planning
Designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives
Organizing
Creating a vision for the organization and communicating, guiding, training, coaching, and motivating others to achieve goals and objectives in a timely matter
Leading
Establishes clear standards to determine whether an organization is progressing toward its goal and objectives, rewarding people for doing a good job, and taking corrective action of not.
Controlling
Encompassing application of why the organization existed and where it’s trying to lead. More than a goal
Vision
Outline of the fundamental purposes of an organization
Mission statement
Broad, long-term accomplishments an organization wishes to attain
Goals
Specific, short-term statements detailing how to achieve the organization’s goals. (Ex: “What do I want to accomplish today?”)
Objectives
Planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats
SWOT analysis
Process of determine the major goals of the organization and the policies and strategies for obtaining and using resources to achieve these goals
Strategic planning
Process of developing detailed, short-term statements about what is to be done, who is to do it, and how it should be done.
Tactical planning
Process of setting work standards and schedules necessary to implement the company’s tactical objectives.
Operational Planning
Process of preparing alternative courses of action the firm can use if its primary plans don’t work out.
Contingency planning
Choosing among two or more alternatives which sounds easier than it is
Decision making
Less formal than decision making and usually calls for quicker action to resolve everyday issues
Problem solving
Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas
Brainstorming
Listing all pulses for a solution, minutes in another, and implications in a another column
PMI
Ability to perform tasks in a specific discipline or department
Technical skills
Involve common action and motivation, work through and with people
Human relations skills
Ability to picture the organization as a whole and the relationships among the various parts
Conceptual skills
Recruiting, hiring, motivating, and retaining the best people available to accomplish the company’s objectives.
Staffing
Finding the right information, keeping the information readily accessible place and making it known to everyone
Knowledge management
Presentation of a company’s facts and figures in a way that is clear and apparent to all stakeholders.
Transparency
Leadership style that involves making managerial decisions without consulting others
Autocratic leadership
Consists of managers and employees working together to make decisions
Participative or Democratic leadership
Managers setting objectives and employees being free to do whatever it takes to accomplish those objectives
Free-rein leadership
Giving workers the education and tools they need to make decisions
Enabling
Dealers buy products to sell to others or customers who buy for personal use.
External customers
Individuals and units within the firm that receive services from other individuals or units
Internal Customers
Companies can reduce heir production costs by purchasing raw materials in bulk
Economies of scale
System in which one person is at the top of the organization and there is a rank or sequential ordering from top down of managers
Hierarchy
Line of authority that moves from the top of the hierarchy to the lowest level
Chain of command
Shows relationships of the workers
Organizational chart
Organization with many layers of managers who set rules and regulations and oversees all decisions
Bureaucracy
Decision-making authority is maintained at the top level of management
Centralized authority
Delegates to lower level managers more familiar with local conditions
Decentralized authority
Optimal number of subordinates a manager supervised or should supervise
Span of control
Pyramidal organization chart that is quite tall because of various levels of management
Tall organization structure
Few layers of management and a broad span of control
Flat organizational structures
Dividing organizational functions into separate units.( function-design, production, marketing and accounting )
Departmentalization
Direct two way lines of responsibility, authority, and communication running from the top to bottom of the organization, with all people reporting to one supervisor
Line organization
Employees who are part of the chain of command that is responsible for achieving organizational goals
Line personnel
Employees who advise and assist line personnel in meeting their goals
Staff personnel
Specialists from different parts of the organization are brought together to work on specific projects but still remain as a line staff structure
Matrix organization
Groups of employees from different departments who work together on a long term basis
Cross functional self managed teams
Using communications technology and other means to link organizations and allow them to work together on common objectives
Networking
Temporary networked organization made up of replaceable firms that join and leave as needed
Virtual corporation
Comparing an organization’s practices, processes, and products, against the world’s best
Benchmarking
Functions it can do as well as or better than any other organization’s in the world. (Ex: Nike designing and marketing)
Core competencies
Young people who have grown up using the internet and social networking
Digital natives
Redesigning an organization so it can more effectively and efficiently serve its customers
Reconstructing
Contact people at the top and chief executive officer at the bottom of the organization
Inverted organization
Widely shared values within an organization that provide unity and cooperation to achieve common goals
Organizational or cooperate culture
Details lines of responsibility, authority, and position; show. On organizational charts
Formal organization
Develops spontaneously as employees meet and form cliques, relationships, and lines of authority outside formal organization
Informal organization
Creation of finished goods and services using the factors of production, land, labor, capital, entrepreneurship, and knowledge to produce outputs
Production
Describe management activities that helped firms create goods
Production management
Specialized are in management that converts or transforms resources into goods and services
Operations management
Value producers add to materials in the creation of finished goods and services
Form utility
Physically or chemically changes materiels
Process manufacturing
Puts together components to make the product
Assembly process
Long production runs turn out finished goods over time
Continuous process
Production run is short and the machines are changed frequently to make different products
Intermittent process
Designing machines to do multiple tasks so they can produce a variety of products
Flexible manufacturing
Production of goods using less of everything compared to mass production; less human, less manufacturing, space, less investment in tools, and less engineering time
Lean manufacturing
Tailoring products to meet the needs of individual customers
Mass customization
Process of selecting a geographical location for a company’s operations
Facility location
Working from home via computer
Telecommuting
Physical arrangement of resources, including people, to most efficiently produce goods and provide services for customers
Facility layout
Computer based operations management system that uses sales forecasts to make some needed part and materials are available at the right time and place
Materials requirement planning (MRP)
Newer version of MRP, combines computerized functions of all divisions and subsidiaries of the firm such as finance, Human Resources, and other fulfillment into a single integrated software program that uses a single database
Enterprise resource planning
Function in a firm that searches for high quality material resources, finds the best suppliers, and negotiates the best price for goods and services
Purchasing
Minimum of inventory on the premises and deliver parts, supplies, and other needs just in time to go on the assembly line.
Just in time inventory control
Consistently producing what the customer wants while reducing errors before and after delivery to the customers
Quality
Sets a benchmark of just 3.4 defects per million opportunities.
Six sigma quality
Process some managers use to continually monitor all phases of the production process and ensure quality is being built into the product from the beginning
Statistical quality control SQC
Common name given to quality management and assurance standards
ISO 9000
Collection of the best practices for managing an organization’s impact in the environment
ISO 14000
Method for analyzing tasks involved in completing a given project, estimation the time needed to complete each task, and identifying the minimum time needed to complete the total project.
Program evaluation and review techniques PERT
Sequence of tasks that takes the longest time to complete
Critical path
Bar graph showing production managers what projects are being worked on and what stage they are in at any given time
Gantt Chart
Personal satisfaction to feel when you perform well and complete goals
Intrinsic Reward
Given to you by someone else as recognition for good work
Extrinsic award
Studying workers to find the most efficient ways of doing things and then teaching people those techniques
Scientific management
Begun by Fredrick Taylor, of which tasks must be performed to complete a job and the time needed to do each task
Tone motion studies
Theory developed by frank and Lilian Gilbreth that every job can be broken down into a series of elementary motions
Principal of motion economy
Tendency for people to behave differently when they know they are being studied
Hawthorne effect
Herzberg’s theory of motivating factors, job factors that cause employees to be productive and that gives them satisfaction
Motivators
Herzberg’s theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased
Hygiene factors
Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback, and if conditions in the organization pave the way for achievement
Goal setting theory
System of goal setting and implementation; it invokes a cycle of discussion, review, and evaluation of objectives among top and middle level managers, supervisors, and employees
Management by objective MBO
Victor vroom’s theory that the amount of effort employees exert in a specific task depends on their expectations of the outcome
Expectancy theory
Skinners theory from 1948, positive and negative reinforcers motivate a person to behave in certain ways
Reinforcement theory
Trying to stop behavior by not responding
Extinction
Idea that employees try to maintain equity between inputs and outputs compared to others in similar positions
Equity theory
Motivational strategy that emphasizes motivating the worker through the job itself
Job enrichment
Job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment
Job enlargement
Job enrichment strategy that involves moving employees from one job to another
Job rotation
