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Principles of Management > Exam 3 > Flashcards

Exam 3 Flashcards

chapters: 8, 9, 10

1
Q

specialization

A

different people or groups perform those smaller parts of the organizations overall work

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1
Q

differentiation

A

distinguishes and separates jobs and jobholders from one another

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2
Q

how do you achieve integration?

A

through structural mechanisms that enhance the collaboration and coordination

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3
Q

the more highly differentiated your firm is….

A

the greater the need for integration among the different units

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4
Q

formal position authority

A

generally the primary means of running and organization

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5
Q

informal authority

A

with particular expertise, experience or personal qualities they might be able to have authority

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6
Q

in corporations who are the owners?

A

stockholders

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7
Q

stockholders are very busy therefore,

A

they elect a board of directors to oversee the organization

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8
Q

what are 3 major sets of duties that boards perform?

A
  • selecting, evaluating, rewarding and perhaps replacing the CEO
  • determining the firms strategic direction and reviewing financial performance
  • ensuring ethical, socially responsible, and legal conduct
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9
Q

board membership usually includes some of company’s top executives called:

A

inside directors

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10
Q

the best boards tends to be:

A

active, and thoughtful participants in determining company strategies

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11
Q

many boards focus on legal compliance issues such as:

A
  • audits
  • financial reporting
  • discrimination laws
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12
Q

board members bring

A
  • credibility and networks that expand business opportunities
  • hold executives accountable for their actions
  • help company leaders make difficult strategic decisions
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13
Q

top management teams are typically composed of:

A
  • CEO
  • president
  • chief operating officer
  • chief financial officer
  • chief information officer
  • chief human resource officer
  • and other key executives
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14
Q

corporate governance

A

oversight of the firm by its executive staff and board of directors

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14
Q

what does a hierarchy provide?

A

management career paths that help organizations retain and develop talented people, giving them gradually more challenging experiences as they prepare for executive positions

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15
Q

span of control

A

the number of subordinates who report directly to an executive or supervisor

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16
Q

the optimal span maximizes effectiveness because it is:

A
  • narrow enough to permit managers to maintain control over direct reports
  • but not so narrow that it leads to over control and too many managers who oversee too few people
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17
Q

what are the steps of the delegation process?

A
  • define the goals succintly
  • select the person for the task
  • ask for subordinates views about suggested approaches
  • give the subordinate the authority, time, and resources to perform the assignment
  • review progress at appropriate intervals
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18
Q

vertical structure

A

authority is the legitimate right to make decisions and to tell other people what to do (board of directors, CEO, top management team)

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19
Q

functional structure

A

structured around specialized activities such as production, marketing and human resources

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20
Q

divisional structure

A

a form of departmentalization that groups units around products, customers, or geographic regions

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21
Q

matrix structure

A

composed of dual reporting relationships which some employees report to two superiors

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22
Q

disadvantages of the matrix structure:

A
  • Unclear responsibilities and competing priorities
  • Violation of the unity of command principle
  • Accountability Difficult to define
  • Conflict and stress for employees who must manage a dual reporting role
  • Additional time required for meetings and other communications
  • Extensive collaboration needed but not always easy to reward
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23
Q

network organization

A

a collection of independent, most single function firms that collaborate on a good or service

24
Q

Ambidextrous Organizations

A

an organization that is simultaneously good at exploitation and exploration

25
Q

Mechanistic Organization

A

a form of organization that seeks to maximize internal efficiency

26
Q

Organic Structure

A

an organizational form that emphasizes flexibility

27
Q

Organizing around core capabilities

A

knowledge expertise or skills that underlies a company’s ability to be a leader in their field

28
Q

Dynamic capabilities

A

higher level strategic capabilities that aid rapid adaptation

29
Q

Ordinary capabilities

A

basic administrative and operational functions are needed

30
Q

what organization is most similar to Max Weber’s bureaucratic structure?

A

mechanistic structure

31
Q

A business structure in which employees depend more on one another and relate more informally and personally is a(n) ________ organization

A

organic

32
Q

core capability

A

knowledge, expertise, or skill that underlies a company’s ability to be a leader in providing a range or goods or services

33
Q

strategic alliance

A

a formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals

34
Q

decentralized organization

A

more decisions are made at lower levels

35
Q

diseconomies of scale

A

varied costs associated with an organization being too big

36
Q

downsizing

A

the planned elimination of positions or jobs

37
Q

what organization often speeds decision making?

A

decentralized

38
Q

When do managers usually opt for downsizing?

A

only in response to some kind of pressure

39
Q

rightsizing refers to

A

arriving at the size at which a company performs most effectively

40
Q

3 core players of the strategic triangle

A
  • the company itself
  • the competition
  • the customer
41
Q

value chain

A

sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step for the customer

42
Q

steps of the value chain

A
  • research and development focus on innovation and new products
  • inbound logistics receive and store raw materials and distribute them to operations
  • operations transform the raw materials into final product
  • outbound logistics warehouse the product and handle its distribution
  • marketing and sales identify customer requirements and get customers to purchase the product
  • service offers customer support, such as repair, after the item has been bought
43
Q

When a product or process is defect-free 99.99966 percent of the time, it is said to have met ________ standards

A

six sigma

44
Q

TBC (time-based-conditions) are strategies that

A

reduce the total time needed to deliver goods or services

45
Q

Large-batch technologies are characterized by

A

more rules and formal procedures

46
Q

mass customization

A

the production of varied, individually customized products at the low cost of standardized, mass produced products

47
Q

small batches

A

technologies that produce goods and services in low volume

48
Q

large batches

A

technologies that produce goods and services in high volume

49
Q

continuous process

A

a process that is highly automated and has a continuous production flow

50
Q

lean manufacturing

A

operation that strives to achieve the highest possible productivity and total quality, cost effectively, by eliminating unnecessary steps in the production process and continually striving for improvement

51
Q

concurrent engineering

A

a design approach in which all relevant functions cooperate jointly and continually in maximum effort aimed at producing high quality products that meet customers needs

52
Q

structure interview

A
  • situational interview (hypothetical situations)
  • behavioral description interview (explores candidates have done in the past)
53
Q

Employees are a source of competitive advantage when they are

A

organized

54
Q

The three stages in the human resources planning process are ________, programming, and evaluating

A

planning

55
Q

A job analysis determines

A

the skills and knowledge needed for a position

56
Q

The process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance is known as a ________ appraisal

A

360 degree

57
Q

An external factor that influences the wage mix is

A

cost of living

58
Q

Union strikes today are

A

not common

59
Q

What is the legislation called that allows employees to work without having to join a union?

A

right to work

Principles of Management (15 decks)

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