Exam 3

Question 1

autocratic leadership

Answer 1

leadership style that involves making managerial decisions without consulting others

Question 2

free-rein leadership

Answer 2

involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives

Question 3

participative (democratic) leadership

Answer 3

consists of managers and employees working together to make decisions

Question 4

planning

Answer 4

mngt function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives

Question 5

organizing

Answer 5

mngt function that includes designing the structure of the organization and crating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives

Question 6

leading

Answer 6

creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organizations goals and objectives

Question 7

controlling

Answer 7

mngt function that involves establishing clear standards to determine whether or not an organization is progressing toward its goal and objectives, rewarding people for doing a good job, and taking corrective action if they are not

Question 8

SWOT analysis

Answer 8

strengths, weaknesses, opportunities, threats

Question 9

strategic planning

Answer 9

process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals

Question 10

tactical planning

Answer 10

process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done

Question 11

contingency planning

Answer 11

process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives

Question 12

operational planning

Answer 12

process of setting work standards and schedules necessary to implement the company’s tactical objectives

Question 13

external customers

Answer 13

dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use

Question 14

internal customers

Answer 14

individuals and units within the firm that receive services from other individuals or units

Question 15

compliance based ethics codes

Answer 15

ethical standards that emphasize preventing unlawful behavior by increasing control and by penalizing wrongdoers

Question 16

integrity based ethics codes

Answer 16

ethical standards that define the organization’s guiding values, create an environment that supports ethically sound behavior, and stress a shared accountability among employees

Question 17

social audit

Answer 17

systematic evaluation of an organization’s progress toward implementing socially responsible and responsive programs

Question 18

organizational design

Answer 18

how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims

Question 19

centralized authority

Answer 19

an organization structure in which decision making authority is maintained at the top level of management

Question 20

decentralized authority

Answer 20

organization structure in which decision making authority is delegated to lower-level managers more familiar with local conditions than headquarters management could be

Question 21

line personnel

Answer 21

employees who are part of the chain of command that is responsible for achieving organizational goals

Question 22

staff personnel

Answer 22

employees who advise and assist line personnel in meeting their goals

Question 23

matrix organization

Answer 23

organization in which specialists fro different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure

Question 24

cross-functional self-managed teams

Answer 24

groups of employees from different departments who work together on a long-term basis

Question 25

benchmarking

Answer 25

comparing an organization's practices, processes, and products against the world's best

Question 26

digital natives

Answer 26

young people who have grown up using the internet and social networking

Question 27

time-motion studies

Answer 27

studies, begun by Frederick Taylor, of which tasks must be performed to compete a job and the time needed to do each task

Question 28

Maslow's hierarchy of needs

Answer 28

theory of motivation based on unmet human needs from basic physiological needs to safety, social, an esteem needs to self-actualization

Question 29

expectancy theory

Answer 29

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome

Question 30

human resource management (HRM)

Answer 30

process of determining human recourse needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals

Question 31

contingent workers

Answer 31

employees that include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students

Question 32

performance appraisal 1-3

Answer 32

1) establishing performance standards 2) communicating those standards 3) evaluating perfomance

Question 33

performance appraisal 4-6

Answer 33

4) discussing results with employees 5) taking corrective action 6) using the results to make decision

Question 34

flextime plan

Answer 34

work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours or complete their assigned tasks

Question 35

job sharing plans

Answer 35

an arrangement whereby two part-time employees share one full-time job

Question 36

craft union

Answer 36

organization of skilled specialists in a particular craft or trade

Question 37

theory x

Answer 37

- employees dislike work and avoid it - they prefer to be controlled and directed - they seek security, not responsibility - managers must intimidate them - they are motivated by financial rewards

Question 38

theory y

Answer 38

- work is a natural part of life - prefer limited control and direction - will seek responsibility under proper work conditions - perform better in work non intimidating work environments - motivated by different needs

Question 39

theory z

Answer 39

- increased emp involvement is the key to increased productivity - control is implied and informal - prefer to share responsibility and decision making - perform better in environ that foster trust and cooperation - need job security and will accept slow eval and promo

Question 40

management by objectives

Answer 40

employers/supervisors manage their subordinates by introducing a set of specific goals that both the employee and the company strive to achieve in the near future

Question 41

management by exception

Answer 41

deviations from a budget or plan are brought to the attention of management and they will focus on areas needing action

Question 42

Mintzberg's managerial roles

Answer 42

interpersonal- figurehead, leader, liaison informational- monitor, disseminator, spokesperson decisional- entrepreneur, disturbance handler, resource allocator, negotiator

Question 43

Fayol's management (1-4)

Answer 43

1) division of work 2) authority 3) discipline 4) unity of command

Question 44

Fayol's management (5-9)

Answer 44

5) unity of direction 6) subordination of individual interests to the general interest 7) remuneration 8) centralization 9) scalar chain

Question 45

Fayol's management (10-14)

Answer 45

10) order 11) equity 12) stability of tenure of personnel 13) initiative 14) esprit de corps

Question 46

Max Weber's organizational theory

Answer 46

establish clear lines of authority and control, emphasized a need for a hierarchical structure of power

Question 47

Herzberg's motivating factors (satisfaction)

Answer 47

- achievement - recognition - the work itself - responsibility - advancement - growth

Question 48

tall organization structure

Answer 48

the pyramidal organizational chart would be tall with various levels of management

Question 49

short organization structure

Answer 49

has few layers of management and a broad span of control

Question 50

Herzberg's motivating factors (dissatisfaction)

Answer 50

- company policies - supervision - relationship with supervisor and peers - work conditions - salary - status - security

Question 51

universal process approach

Answer 51

Henri Fayol's 14 common threads

Question 52

scientific approach

Answer 52

- Frederick Taylor's "principles of scientific management" in 1911 - focused on time, motion, rules of work, and efficient work methods - Gilbreth made the assembly line

Question 53

behavioral approach

Answer 53

Hawthorne studies, theories x, y, and z

Question 54

Hawthorne effect

Answer 54

tendency for people to behave differently when they are being studied

Question 55

integrated systems approach

Answer 55

- focuses on the concept a corp is a "closed ecosystem" in which any changes cause a ripple effect - emphasizes analysis of impact

Question 56

contingency approach

Answer 56

- work place is a fluid environment and changes so rapidly its impossible to do long-term planning - incorporates strategic planning and consultant analysis of business missions or objectives

Question 57

Japanese approach

Answer 57

William Ouchi - high employee involvement creates commitment - informal and relaxed management interaction - want responsibility (motivational) - job security - slow eval and promotion

Question 58

attributes of excellence (1-4)

Answer 58

1) strong leadership, bias toward action 2) extreme customer focus 3) autonomy, innovation, and entrepreneurship 4) people focus (theory y & z)

Question 59

attributes of excellence (5-8)

Answer 59

5) hands-on, value driven organizational philosophy 6) stick to the knitting (vertical not horizontal growth) 7) simple form & lean staff 8) simultaneous loose-tight properties (tight strategic planning, loose all over otherwise)

Question 60

job description

Answer 60

summary of job objectives

Question 61

job specification

Answer 61

qualifications for employees

Question 62

inverted organization

Answer 62

has contact people at the top and the chief executive officer at the bottom of the organizational chart

Question 63

formal organization

Answer 63

details lines of responsibility, authority, and position; that is, the structure shown on organization charts

Question 64

informal organization

Answer 64

system that develops spontaneously as employees meet and form cliques, relationships, and lines of authority outside of the formal chart

Question 65

reinforcement theory

Answer 65

positive and negative reinforcers motivate a person to behave in certain ways

Question 66

equity theory

Answer 66

employees are trying to maintain equity between inputs and outputs compared to others in similar positions

Question 67

job analysis

Answer 67

study of what is done by employees that hold various job titles

Question 68

pay system options

Answer 68

1) salary 2) hourly 3) piecework (# of items produced) 4) commission 5) bonus plans (extra pay for surpassing objectives) 6) profit-sharing plans (annual bonuses based on company profits) 7) gain-sharing (bonuses for goals achieved) 8) stock options

Question 69

fringe benefits

Answer 69

- sick leave pay - vacation pay - pension - health plans

Question 70

compressed workweek

Answer 70

allows an employee to work a full number of hours per week, but in fewer days

Question 71

labor union

Answer 71

an organized association of workers, often in a trade or profession, formed to protect and further their rights and interests.

Question 72

collective bargaining

Answer 72

the process whereby union and management reps form a labor-management agreement, or contract, for workers