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Food Service Organizations > Chapter 9 > Flashcards

Chapter 9 Flashcards

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1
Q

What is the process of integrating resources for accomplishment of objective?

A

Management

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2
Q

What is a group of people working together in a structured and coordinated way to achieve a goal?

A

organization

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3
Q

What is delegation from top to lower levels of management and the right of managers to direct others and take action because of their position?

A

Authority

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4
Q

What is a state of being responsible to one’s self, to some organization, or even to the public?

A

Accountability

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5
Q

What is the obligation to perform an assigned activity or see that someone else performs it?

A

Responsibility

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6
Q

What is doing things right?

A

efficiency

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7
Q

What is doing the right things?

A

Effectiveness

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8
Q

What term has been used up to this point to refer to anon who is responsible for people and other organization resources?

A

manager

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9
Q

The traditional organization model is a pyramid with first-line managers as a ______.

A

base

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10
Q

What type of organization model focusses on managers coaching/caring for employees who will be caring for customers?

A

TQM

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11
Q
  1. Creating smaller organizational units
  2. forming cross-functioning teams
  3. empowering employees to make decisions
  4. reducing the number of organization levels
  5. Placing an emphasis on vision and values
  6. Finding ways to take advantage of the internet
A

are competitive and technical changes

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12
Q

managers also can be classified according to the ______ of organizational activities for which they are responsible

A

range

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13
Q

Who is responsible for all the activities of a unit?

A

general manager

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14
Q

Who is responsible for only one area of organizational activity, such as the bar?

A

functional manager

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15
Q

Who described the manager’s job in terms of various roles, which he referred to as organized sets of behaviors identified with a position. He described the position as being composed of 10 different but closely related roles.

A

Mintzberg (1980)

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16
Q

What are the three main topics of Mintzbergs managerial theory?

A

Interpersonal roles, informational roles, decisional roles

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17
Q

What are the 10 managerial roles of Mintzbers theory?

A 
INTERPERSONAL ROLES
1. Figurehead
2. Leader
3. Liaison
INFORMATIONAL ROLES
4. Monitor
5. Disseminator
6. Spokesperson 
DECISIONAL ROLES
7. Entrepreneur
8. Disturbance Handler
9. Resource Allocator
10. Negotiator
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18
Q

What informational managerial role says the manager constantly searches for information to use to become more effective?

A

Monitor

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19
Q

What informational managerial role says the manager transmits information to subordinates who otherwise would probably have no access to this information?

A

disseminator

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20
Q

What informational managerial role says the manager is closely akin to the figurehead role

A

spokesperson

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21
Q

What decisional managerial role says the manager is the voluntary initiator of change?

A

entrepreneur

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22
Q

What decisional managerial role says the manager responds to situations that are beyond his or her control?

A

disturbance handler

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23
Q

What decisional managerial role says the manager decides how and to whom the resources of the organization will be distributed?

A

resource allocator

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24
Q

What decisional managerial role says the manager participates in a process of give-and-take until a satisfactory compromise is reached?

A

negotiator

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25
Q

What Interpersonal managerial role says the management experts as the representational responsibility of management?

A

figurehead

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26
Q

What Interpersonal managerial role is a manager in change of an organization or unit also is responsible for the work of the staff?

A

leader

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27
Q

What Interpersonal managerial role by dealing with people both inside and outside of the organization?

A

Liaison

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28
Q

What is an ability that can be devoted and that is manifested in performance?

A

skill

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29
Q

What type of skill involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques?

A

technical skill

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30
Q

What type of skill concerns working with people and understanding their behavior?

A

Human or interpersonal skill

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31
Q

Who indicated that, human skill cannot be a ‘something thing’ and described two aspects of human skill as leadership within the managers own unlit and skill in intergroup relationships

A

Katz (1974)

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32
Q

What type of skill is the ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts?

A

conceptual skill

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33
Q

what type of skill is more important at the lower levels of management, identified as non supervisory and supervisory?

A

technical skill

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34
Q

What type of skill is essential at every level of management?

A

Human skill

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35
Q

What type of skill increases with movement up the ranks of the organization?

A

conceptual skill

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36
Q

What is management functions of determining in advance what should happen?

A

Planning

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37
Q

What represent the desired future conditions that individuals, groups, or organizations strive to achieve?

A

Goals

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38
Q

What are merely goals, or end points, and set the direction for all managerial planning?

A

objectives

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39
Q

What is a general guide to organized behavior developed by top-level management

A

Policies

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40
Q

What is the chronological sequence of activities?

A

Procedure

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41
Q

What details for one step in a process?

A

Method

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42
Q

What are specification of action, stating what must or must not be done?

A

Rules

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43
Q

What are plans for repetitive action, that are used over and over again?

A

standing plans

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44
Q

what are single purpose, or not repeated but remain as part of the historical records of an organization?

A

single-use plans

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45
Q

What type of planning greeters to short-range versus long-range planning?

A

time span

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46
Q

What is the thread or underlying logic that holds a business together?

A

strategy

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47
Q

What are the differences between strategic planning and long-range planning?

A

pg. 283

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48
Q

What is management function of grouping activities, delegating authority, and coordination relationships, horizontally and vertically?

A

organizing

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49
Q

What is management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished?

A

staffing

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50
Q

What is designed to ensure that the organization’s labor requirements are met continuously?

A

Human resources planning

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51
Q

What are concerned with developing a pool of job applications and evaluating and choosing among them?

A

Recruitment and selection

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52
Q

What are processes designed first to acquaint newcomers with the organization and its goals and policies and to inform them of their responsibilities?

A

Orientation, training, and development

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53
Q

What is a concerned with comparison of an individuals performance with established standards for the job?

A

Performance appraisal

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54
Q

What is management function of directing human resources for the accomplishment of objectives?

A

Directing

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55
Q

What is management function of ensuring that plans are being followed?

A

controlling

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56
Q

What are created in the planning process define the dimensions of what is expected to happen?

A

standards

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57
Q

WHAT does PERT stand for?

A

Program Evaluation Review Technique

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58
Q

Who stated what traditional organization was?

A

Kast & Rosenzweig (1985)

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59
Q

In traditional organization, Organization hart and job description or position guides is a pattern of formal ________ & ____________

A

relationships & duties

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60
Q

In traditional organization, _________ or departmentalization is an assignment of various activities or tasks to different units or people of the organization

A

Differentiation

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61
Q

In traditional organization, What is coordination of separate activities or tasks?

A

integration

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62
Q

In traditional organization, What is power, status, and hierarchal relationships within the organization?

A

Delegations of authority

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63
Q

In traditional organization, What is guidance of activities and relationships of people in the organization through planned and formalized policies, procedures, and controls?

A

Administrative systems

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64
Q

In innovative organization, what is the idea that employees, not just managers, are involved in decision making?

A

empowered decision making

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65
Q

In innovative organization, what is a sense of belonging to the organization is created for all members?

A

sociability

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66
Q

In innovative organization, what is a shift that has occurred from use of only downward authority to inclusion of upward and lateral lines of authority and input?

A

new bases of management power

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67
Q

In innovative organization, what is greater recognition that is given to the importance of individual employees, not just the job they perform?

A

personal consideration

68
Q

In innovative organization, what is the formation of teams of employees/managers working together to accomplish goals with more emphasis on team rather than individual recognition

A

team-based with group recognition

69
Q

In innovative organization, what employee job satisfaction and sense of accomplishment is more valued

A

self-fulfillment

70
Q

In innovative organization, what is the number of managerial levels has been reduced?

A

flat hierarchy

71
Q

In innovative organization, what are companies finding it more important to formulate clear visions and values to which employees can commit themselves

A

emphasis on vision and values

72
Q

In innovative organization, what is the change is viewed as a critical component in organization success, and managers are expected to stimulate and facilitate change

A

managers as change agents

73
Q

In innovative organization, what is the effective use of all forms of technology and a presence on the internet are necessary components of organizations

A

technologically savvy

74
Q

in what organization, do managers need to look at the way work is organized and the way jobs are designed?

A

Quality of Work Life (QWL)

75
Q

Involving employees in the decision-making process

A

participative management

76
Q

what refers to the nature of the relationship between the leader and work group?

A

leader-member relations

77
Q

What is the process of influencing the activities of an individual or a group in efforts toward goal achievements in a given situation?

A

leadership

78
Q

What is two or more people who interact regular to accomplish a common purpose or goal to be considered a group?

A

team-based leadership

79
Q

What are shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together?

A

Corporate culture

80
Q

What is building trust between people in the organization?

A

integrity

81
Q

What is involving employees as part of the team?

A

Bottom-up style of management

82
Q

What is finding way bothe at work and outside of work for fun?

A

having fun

83
Q

What is participating in community service programs?

A

Community involvement

84
Q

What is practicing a belief that a sound mind goes along with a sound body?

A

emphasis on physical health and fitness

85
Q

What is the caring culture checklist?

A

ph. 289

86
Q

What are clear an distinct lines of authority within an organization-who reports to whom?

A

chain of command

87
Q

What is based on the establishment of lines of authority?

A

vertical division of labor

88
Q

What means that the employee reports to only one manager?

A

unity of command

89
Q

What indicates that a clear and unbroken line of authority extends from the bottom to the top position in the organization

A

scalar principles

90
Q

what is a division of labor involves the entire organization being made up of work groups or teams rather than the more formal organizational structure

A

a team

91
Q

What structure is often used for special products?

A

matrix

92
Q

what is the process of assigning job activities and authority to a specific employee within the organization?

A

delegation

93
Q

according to _____ ________, authority and responsibility must coincide.

A

parity principle

94
Q

Number of employees that can be effectively supervised by one manager is what?

A

span of management

95
Q

What are clearly defined policies that can reduce the time managers spend making decisions; the more comprehensive the policies, the greater the span of management?

A

organizational policies

96
Q

What are managers that can have increased span if staff experts are available to provide advice and services

A

availability of staff experts

97
Q

What are well-trained workers that can perform their jobs without close supervision, thus freeing competent managers to expand their span of management

A

competence of staff

98
Q

In organizations with objective standards and standardized procedures, workers have a basis by which to gauge their own progress, thus allowing managers to concentrate on exceptions?

A

objective standards

99
Q

What is less complicated work tends to require less supervision than more complicated work. Generally the simpler and more uniform the work, the greater the possible span?

A

nature of the work

100
Q

What is the number of areas where supervised workers are on duty may inhibit severely a managers ability to visit all work sites. The greater the dispersion of workers, the shorter the span.

A

distribution of workforce

101
Q

What is the authority that exists because of position in the organization?

A

formal authority

102
Q

What is authority based on the employees acceptance of that authority?

A

acceptance authority

103
Q

What is the authority based on a managers’ competence or expertise?

A

authority of competence

104
Q

What is the process of grouping jobs according to some logical arrangement

A

departmentalization

105
Q

What departmentalization occurs when organization units are defined by the nature of the work?

A

functional departmentalization

106
Q

What departmentalization allows workers to identify with the particular product and encourages expansion, improvement and diversification

A

product departmentalization

107
Q

What departmentalization permits the use of local personal and may help create customer goodwill and a responsiveness to local customs

A

geography departmentalization

108
Q

What is a position in the direct chain of command?

A

line position

109
Q

what is a position intended to provide expertise, advice, and support for line positions

A

staff position

110
Q

what is the degree to which managerial positions are concentrated in staff positions

A

administrative intensity

111
Q

Process of linking activities of various departments in the organization is

A

coordination

112
Q

An organizations responsibility to society that extends beyond its profit generation

A

social responsibility

113
Q

What is the “must do “ responsibility to produce goods and services of value to society and that allow the organization to pay its creditors and stockholders

A

economic

114
Q

what is the “have to do” responsibility to follow laws imposed by government

A

legal

115
Q

what is the “should do” responsibility to follow generally held beliefs about behavior in society?

A

ethical

116
Q

what is the “might do “ responsibility to voluntarily do good for others?

A

discretionary

117
Q

What is the interaction among people an organization of different nations

A

globalization

118
Q

what are government taxes on products shipped internationally

A

Tariffs

119
Q

what are government payments to domestic prodders to make their product more competitive in the market?

A

subsidy

120
Q

what is a specified amount that can be produced

A

quota

121
Q

What is the degree to which assertiveness and toughness versus caring and tenderness is valued?

A

assertiveness

122
Q

What is the extent to which future oriented behaviors such as planning and delayed gratification are valued?

A

future orientation

123
Q

what is the amount of status and decision making responsibility given to females?

A

gender differences

124
Q

what is the extent to which altruistic, generous, caring , and kind behaviors are valued and rewarded?

A

Humane orientation

125
Q

What is the degree to which ties between individuals are loose or close

A

individualism vs collectivism

126
Q

What is the extent to which membership in group members such as family, friends, and employing organizations are valued

A

in-group collectivism

127
Q

the degree to which group members are encouraged and rewarded for performance improvement and excellence

A

performance orientation

128
Q

the extent to which less powerful members of an institution expect and accept that power will be unequally distributed

A

power distance

129
Q

what is the degree to which people are comfortable with the unknown and having unexpected things happen

A

uncertainty avoidance

130
Q

what is art or science of influencing others or holding control

A

politics

131
Q

what political techniques is the expectation that when one does a favor for another, one day the favor will be returned

A

acquisition of favors that must be repaid

132
Q

what political techniques is when several individuals agree that they will support each other on issues of mutual interest, creating strength in numbers?

A

alliances

133
Q

what political techniques is using ones friendliness with other for political strength

A

conviviality

134
Q

what political techniques is getting many individuals in an organization to unite behind a single person to increase that individuals influence related to an issue

A

constituency building

135
Q

what political techniques is gaining the approval of superiors to provide political advantages in interactions with others

A

currying favor

136
Q

What is the inner force that activates or moss a person toward achievement of a goal?

A

motivation

137
Q

What is the something that prompts a person to action

A

motive

138
Q

when an individual becomes less involved in work; may be exhibited by apathy, excessive absences, lateness, or turnover. it is the one mechanism used to avoid frustrating situation is

A

withdrawal

139
Q

when an individual directly attacks the source of frustration or another object or party. is what?

A

aggression

140
Q

When an individual puts something in the place of the original object this is

A

substitution

141
Q

when a person goes overboard in one area or activity to make up for deficiencies in another is

A

compensation

142
Q

when an individual exhibits childlike behavior as a way of dealing with an unpleasant situation is

A

revert or regress

143
Q

when an individual loses awareness of or forgets incidents that cause anxiety or frustration is

A

repression

144
Q

When an individual attributes his or her own feelings to someone else this is

A

projection

145
Q

when an individual presents a reason that is less ego deflating or more socially acceptable than the true reason is

A

rationalization

146
Q

what is the need that is dominant over all others

A

prepotent need

147
Q

what are needs of the human body that must be satisfied to sustain life

A

physiological

148
Q

what are needs concerned with the protection of individuals from physical or psychological harm is

A

safety

149
Q

needs for love, affection, belongings is

A

social

150
Q

needs relating to feel of self-respect and self-worth, along with respect and esteem from ones peers is

A

esteem

151
Q

the needs related to ones potential or to the desire to fulfill ones potential

A

self-actualization

152
Q

What are the basic needs fro existence

A

food water shelter safety

153
Q

what is the involvement with family friends co-workers and employers

A

relatedness

154
Q

what is the desire to be creative, productive, and complete meaningful task

A

growth

155
Q

the achievement power affiliation theory holds that all people have three needs:

A

need to achieve
need for power
need for affiliation

156
Q

which focuses on the rewards or outcomes of performance that satisfy needs is

A

two-factor theory

157
Q

Value an employee places on rewards offered by the organization

A

valence

158
Q

What attempts to explain behavior in terms of an individual’s goals, choices, and expectations of achieving these goals

A

expectancy theory

159
Q

What is referred to operant conditioning or behavior modification that deals with how the consequences of a past action influence future actions in a cyclical learning process

A

Reinforcement theory

160
Q

An individual’s feelings and beliefs about his or her job is what?

A

Job satisfaction

161
Q

What is positive, voluntary behaviors that enhance organizational efficiency

A

Organizational Citizenship Behaviors (OCBs)

162
Q

What is commitment to an organization because one is happy to be working for the organization, believes in the organization and wants to do what is best for the organization

A

affective commitment

163
Q

What is commitment to an organization only because the cost of leaving is too great

A

continuous commitment

164
Q

What is the process of influencing activities of an individual or group towards achieving organizational goals

A

Leadership

165
Q

leaders have formal authority to exert influence on others are called

A

formal leaders

166
Q

What type of manager is very indifferent, exerts minimal effort to get work done, and assumes little responsibility

A

impoverished management

167
Q

what type of manager is very accommodating; focuses on needs of people to achieve a friendly, harmonious environment

A

s

Food Service Organizations (11 decks)

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