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Nutr 466 > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

what is an organization?

A

a group of ppl working together in structured and coordinated way to achieve goals

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2
Q

3 concepts important to process of management

A

authority, responsibility, accountability

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3
Q

efficiency vs effectiveness

A

doing things right vs. doing the right things

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4
Q

what are the three levels of an org?

A

technical, organizational, policy making

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5
Q

role of first line managers?

A

technical core responsible for day to day operational stuff

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6
Q

role of mid managers?

A

coordinate activities that implement policies of org and facilitate activities at technical lvl, and communication tween first line and top, function at org level

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7
Q

role of top managers?

A

execs that control org, develop vision, establish policies

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8
Q

inverted pyramid model is called:

A

TQM managerial levels (mngment base, employees, customers at top)

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9
Q

how are companies reacting to competitive and tech change?

A

create small org units, form cross-functioning teams, empower employees, reduce amount of org levels, emphsize vision and values, take advantage of internet

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10
Q

3 types of roles for manager (Mintzberg)

A

informational, interpersonal, decisional

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11
Q

what are the three interpersonal roles?

A

figurehead, leader, liason (relationships)

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12
Q

what are the three informational roles?

A

spokesperson, monitor, disseminator (communication)

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13
Q

what are the four decisional roles?

A

entrepeneur, disturbance handler, resource allocator, negotiator

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14
Q

Katz’s three basic types of skills:

A

technical, human, conceptual

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15
Q

an ability that can be developed and manifested in performance

A

skill

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16
Q

what are the 5 management functions?

A

planning, organizing, staffing, directing, controlling

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17
Q

what is a policy?

A

general guide to organizational behaviour developed by top level mngmt

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18
Q

what is a procedure?

A

chronological sequence of activities

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19
Q

what is a method

A

details for one step of a procedure

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20
Q

Kast and Rosenzweig’s 4 dimensions of planning?

A

repetitiveness, time span, level of mngmt, flexibility

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21
Q

pros and cons of standing plan?

A

pro: uniformity of operations throughout system con: create resistance to change

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22
Q

what is operational planning?

A

short range, <1 year

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23
Q

long range planning encompasses a ____ year cycle

A

5

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24
Q

what is strategic planning?

A

continuous systematic process where ppl make decisions about intended future outcomes, how to be accomplished, and how measure/evaluate

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25
Q

what is a strategy?

A

pattern of purposes and policies defining company and its business

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26
Q

what are diffs between strategic and long range planning?

A

strategic rely on identifying and overcoming issues, while long range focus on specifying goals and objectives and translating into work programs; strategic focus more on internal and external enviro of org; strategic is more idealistic, strategic is more action oriented

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27
Q

what is organizing?

A

management fxn of grouping activities, delegating authority, coordinating relationships horizontally and vertically (org chart, labor divisions)

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28
Q

what is staffing?

A

mngmt fxn determining appropriate # of employees needed by org for work need be accomplished

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29
Q

staffing carried out mostly by __ dpt and responsibility for staffing lies with __ managers

A

personnel; line

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30
Q

steps in staffing:

A

human resources planning, recruitment, selection, orientation, training, development, performance appraisal, compensation

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31
Q

what are fringe benefits?

A

insurance programs, leave time, retirement

32
Q

what is directing?

A

mngmt fxn of directing human resources for accomplishment of objectives

33
Q

dimensions of directing?

A

morale, satisfaction, productivity, communication

34
Q

what is controlling?

A

process of ensuring that plans are being followed

35
Q

what is a standard?

A

definition of what is expected to happen

36
Q

3 steps of controlling:

A

1) measure actual performance against desired performance 2) analyzing deviations between actual and desired and determine acceptability 3) taking action to correct unacceptable deviations

37
Q

organization in which lines of authority which create order are established

A

traditional organization

38
Q

traditional org is defined by the following:

A

org chart, job descriptions, position guides, differentiation/departmentalization, integration, delegation of authority, admin systems

39
Q

in this type of organization, employers are challenged to improve quality of work life and develop corporate/org culture

A

innovative

40
Q

innovative org characterized by these things:

A

sociability, empowered decision making, new bases of management power, personal consideration, team based with group recognition, self-fulfillment, flat hierarchy, emphasis on vision and values, managers as change agents , tech savvy

41
Q

how work is organized by manager and how jobs are designed

A

quality of work life

42
Q

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

A

leadership

43
Q

what is corporate/org culture?

A

shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an org together

44
Q

positive cultures have these qualities in common:

A

integrity, bottom up, having fun, community involvement, emphasis on physical health

45
Q

what is the caring culture checklist?

A

have a written mission statement that you remind employees of, have a hands on style of management, foster open relationships, empower, give incentives, recognize superior performance, give employees an ownership stake

46
Q

what is the scalar principle?

A

indicates that clear and unbroken line of authority extends from bottom to top position in org

47
Q

this structure is often used for special projects where experts from variety of department s pulled together to work with project manager on specified project

A

matrix

48
Q

what is the parity principle?

A

amount of authority and accountability shhould be equal

49
Q

what is span of control?

A

of people one person can supervise effectively

50
Q

span of control determined by:

A

org policies, availability of staff experts, competence of staff, objective standards, nature of work, distribution of workforce

51
Q

Graicunas definition of appropriate span (early theory):

A

5-6 subordinates

52
Q

departments are commonly organized by:

A

function, product, geography, customer, process, equipment, or time

53
Q

3 basic functions of most organizations:

A

production, sales, finance

54
Q

this type of departmentalization is not common in FS except in large conglomerate orgs

A

product and service

55
Q

these are similar to function departmentalization

A

process/equipment

56
Q

a position in the direct chain of command

A

line position

57
Q

a position intended to provide expertise, advice, and support for line pos.

A

staff position

58
Q

Two times when staff have authority over employees:

A

1) in their own departments 2) over line in restricted areas of activity

59
Q

degree to which managerial positions are concentrated in staff positions

A

administrative intensity

60
Q

LIkert describes managers as:

A

linking pins

61
Q

Carroll proposed that business org have four responsibilities:

A

economic (must do), legal (have to do), ethical (should do), discretionary (might do)

62
Q

what is a parochial attitude?

A

inability to recognize diffs between ppl

63
Q

what is geocentric attitude?

A

focuses on finding the best approach regardless of national origin

64
Q

national cultures differ on nine dimensions:

A

assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation, humane orientation

65
Q

economy in which supply and demand in marketplace drive what is produced

A

market economy (free market, capitalist)

66
Q

economy in which a central planning agency determines what to produce, when to produce, who can produce, and in what quantities to produce

A

command economy (gov controlled)

67
Q

a ___ market allows free trade among members but establishes trade policy with nonmembers

A

common

68
Q

what is a quota?

A

a specified amount that can be produced

69
Q

what is a subsidy?

A

gov. payments to domestic producers to make product more competitive in market

70
Q

the art/science of influencing others or holding control

A

politics

71
Q

main political techniques:

A

acquisition of favours that must be repaid, alliances, currying favour, constituency building, conviviality

72
Q

6 characteristics of strategic thinking:

A

1) intent focused 2) comprehensive 3) opportunistic 4) long term oriented 5) builds on past and present 6) hypothesis driven

73
Q

4 steps in strategic management?

A

environmental scan, strategy formation, strategy implementation, evaluations and control

74
Q

3 bases for strategies:

A

cost leadership, differentiation, focus

75
Q

what is the five forces framework?

A

new entry, rivalry, substitutes, suppliers, buyers

Nutr 466 (8 decks)

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