Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

BUS 160 > Chapters 6-10 > Flashcards

Chapters 6-10 Flashcards

1
Q

Management

A

a process designed to achieve companies objectives by using its resources EFFECTIVELY and EFFICIENTLY

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

effective

A

having the intended result

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

efficient

A

accomplishing the task with the minimum amount of resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

managers

A

individuals in an organization who make decisions about use of resources and are involved in planning, organizing, staffing and directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

5 Functions of Management

A

1) Planning (planning activities to achieve objective)
2) Organizing (getting resources to achieve objective)
3) Staffing (staffing company with quality people)
4) Directing (Directing employees toward objective)
5) Controlling (controlling activities to stay on course)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

strategic plan

A

plans that establish long-range objectives and overall strategy by which a firm fulfills its mission (3-5 years)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

tactical plans

A

short-range plans designed to implement activities/objectives into the strategic plan (1 year or less)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

operational plans

A

very short term plans that specify actions of individuals, work groups and departments (day to day operations)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

downsizing

A

elimination of a significant amount of employees, usually middle management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

3 Levels of management

A

1) Top Management (president, VP, CEO, Executives)
2) Middle Management (Plant/division/department manager)
3) first-line management (supervisor or office manager)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Autocratic Leadership

A

make all decisions then tell people how they want it done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Democratic Leadership

A

Involve employees in decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Free-reign leadership

A

let employees work without interference

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Authentic leadership

A

doesn’t fit into one of the 3 styles of leadership, the leader floats around all elements (not a style of leadership)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Decision Making Process

A

1) Recognize and define the problem
2) Develop options
3) analyze options
4) choose best option
5) implement decision
6) monitor consequences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Organizational culture

A

a firms shared values, beliefs, traditions, rules and philosophies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

2 Types of organizational culture

A

1) formal = written down (mission statement)

2) informal = not written down (dress code/work habits)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

specialization

A

the division of labor into small specific tasks to improve efficiency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

organizational chart

A

visual display of the chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

departmentalization

A

the grouping of jobs into working units usually called departments, units, groups or divisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

functional departmentalization

A

grouping of jobs that preform similar tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

product departmentalization

A

organization of jobs related to products

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

geographical departmentalization

A

grouping of jobs based on geographical location

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

customer departmentalization

A

arrangement of jobs based on types of customers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

responsibility

A

the obligation placed on employees thru delegation to preform assigned tasks and will be held accountable for the proper execution of work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

accountability

A

the principle that employees who accept an assignment are answerable (responsible) for the outcome

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

centralized organization

A

pyramid style where all authority is at the top

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

decentralized organization

A

spreads authority thru out an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

span of management

A

the number of subordinates that report to a manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

line structure

A
  • simplest organizational structure

- direct lines of authority extend from top manager to lowest level of organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

line and staff structure

A

traditional line relationship between superior and subordinates but have special staff managers that are there to assist line managers

32
Q

multi-divisional structure

A

a structure that organizes departments into larger groups called divisions

33
Q

matrix structure

A

sets up teams from different departments, creating 2 or more intersecting lines of authority

34
Q

relationship between groups and teams

A

all teams are groups, but not all groups are teams

35
Q

group

A

2 or more individuals who communicate and work toward a common goal but divide work and are equally responsible

36
Q

team

A

small group whose members have complementary skills and share a common goal and are all responsible as a whole

37
Q

committee

A

a permanent, formal group that preforms a specific task

38
Q

task force

A

temporary group that is responsible for bringing about a particular change

39
Q

upward communication

A

communication flows from lower to higher level of the organization

40
Q

downward communication

A

communication flows from higher to lower level of organization

41
Q

Horizontal Communication

A

Exchange of information among colleagues on the same level

42
Q

Diagonal Communication

A

When different levels of an organization communicate

43
Q

Nonverbal communication

A

hand movements, head nodding and body language used when communicating

44
Q

Informal communication

A

separate from formal channels of communication and is referred to as the grape vine or off the record

45
Q

motivation

A

the internal drive that directs a persons behavior towards their goals

46
Q

motivation process

A

need -> goal directed behavior -> need satisfaction

47
Q

intrinsic rewards vs extrinsic rewards

A

intrinsic is personal satisfaction and extrinsic is benefits or recognition from someone else

48
Q

Classical Theory of Motivation

A
  • says money is the sole motivator for workers

- Frederick Taylor/ Franklin and Lillian Gilbert made this in the early 20th century

49
Q

The Hawthorne Studies

A
  • Elton Mayo

- Said that physical work conditions stimulate productivity

50
Q

Maslow’s Hierarchy of needs

A

Pyramid from top to bottom

1) self actualization needs (Need to be best self u can)
2) esteem needs (need for respect from others/self)
3) social needs (love, companionship and friendship)
4) security needs (protect from physical harm)
5) physiological needs (food, shelter, water)

51
Q

McGregor’s Theory X

A

Traditional view of management where it is assumed that workers don’t like their jobs and must be forced to work

52
Q

Mcgregor’s Theory Y

A

Humanistic view of management where it is assumed that workers like to work and that under proper conditions employees will seek responsibility to satisfy needs

53
Q

Theory Z

A

A management philosophy that stresses employee participation in all aspects of company decision making.

54
Q

Equity theory

A

An assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness of equity or rewards they will receive from their work

55
Q

How does the US implement Theory Z in business

A

Quality Circles (group of employees that meet and assess how they can improve the company)

56
Q

Expectancy theory

A

The assumption that motivation depends not only on how much a person wants something but also on how likely they are to get it (having a reason to be optimistic)

57
Q

Behavior modification

A

Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself (rewarded behavior will be repeated and punished behavior will be eliminated)

58
Q

Flex time

A

a program that allows employees to choose their starting and ending times, provided that they work a certain core time per week

59
Q

Compressed work week

A

working a full 40 hours in 4 days or less

60
Q

how does the economic environment change employee motivation

A
  • recession economy = morale is lower due to jobs being cut

good economy = high morale and more demanding employees

61
Q

Job Analysis

A

Study and Observation determines information about a job such as necessary knowledge, ability and skills

62
Q

Job Discription

A

Formal, written explanation of a specific job that includes job title, required skills, and job responsibilities

63
Q

Job Specification

A

Description of necessary qualifications for a job

64
Q

internal vs external recruiting

A

internal is picking from current employees and external refers to linked in internships and things like that

65
Q

Orientation

A

familiarizes newly hired employees with the company (not the same as training)

66
Q

types of training

A
  • teaches employees to do specific job tasks
  • on the job is work experience
  • classroom training is lectures and videos
67
Q

Types of Appraisal

A

objective = a quantifiable appraisal
subjective = ranks employees against each other
360 degree = provides feedback from a panel of supervisors/peers

68
Q

ESOPs

A

Employee Stock Ownership Plans where stock is distributed as a form of profit sharing

69
Q

Diversity

A

Participation of different age, gender, race etc…

70
Q

Primary Characteristics of Diversity

A

inborn and unchangeable

71
Q

Secondary Characteristics of Diversity

A

can be changed

72
Q

mediation

A

solves a separation dispute between employee and company but is not legally binding

73
Q

Arbitration

A

Solves a separation dispute between employee and company and is legally binding

74
Q

Benefits of Diversity

A

1) More productive use of HR
2) Reduced conflict as you learn to respect differences
3) More productive work relations
4) Increased commitment to goals
5) Increased innovation and creativity
6) Increased ability to serve diverse customers

75
Q

Breakdown of wage and benefits

A

70% is wage, 30% benefits and 7.6% legally required benefits

BUS 160 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions