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Tests > Exam 4- Business > Flashcards

Exam 4- Business Flashcards

0
Q

GENERIC LEADERSHIP STYLES

A

AUTHORITATIVE LEADER
LAISSEZ FAIRE (FREE REIGN) LEADER
PARTICIPATIVE LEADER

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1
Q

Business etiquette

A 
1. MAINTAIN EYE CONTACT BUT DO NOT STARE
GIVE A “FIRM” HANDSHAKE BUT:
3. KEEP GOOD POSTURE
4. SPEAK CLEARLY/AVOID SLANG
5. DRESS APPROPRIATELY
  1. GET NAMES STRAIGHT
  2. BE A GOOD LISTENER
  3. LET THE OTHER PERSON BE THE CENTER OF ATTENTION
  4. PUNCTUALITY
  5. GET A MENTOR
  6. MAKE THE BOSS LOOK GOOD
  7. HAVE A POSITIVE ATTITUDE.
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2
Q

Delegating

A

MUST INCLUDE:
Authority to carry out the task
Accountability for the results

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3
Q

JACK WELCH ON LEADERSHIP

A

20-70-10

Rank 20 percent “best”
Rank 70 percent “near best”
Rank 10 percent “below best”

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4
Q

JACK WELCH—HANDLING THE MOVE FROM “PEER” TO BOSS

A

From “one of us” to “one of them”
Peers will cheer, then in private feel they deserved it, feel hurt, resentful
Most delicate and complicated situation
Campaign to win them over—3 to 6 months
Create an atmosphere of stability and cohesion
Gentler, kinder boss to lead from strength

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5
Q

JACK WELCH’S THREE BOSS-TYPES

A

ARRAYED ON TWO DIMENSIONS
THE “DESTROYER”—A “BAD” TOUGH BOSS
THE “IS EVERYBODY HAPPY?” BOSS—A ANOTHER BAD BOSS
THE “GOOD” TOUGH BOSS—SOMEWHERE IN BETWEEN

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6
Q

EVALUATING EMPLOYEES

A

SET PERFORMANCE STANDARDS
MONITOR AND RECORD ACTUAL PERFORMANCE (PAPER TRAIL
COMPARE RESULTS AGAINST PLANS AND STANDARDS

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7
Q

JACK WELCH—HOW TO KEEP PEOPLE PUMPED

A

MONEY IS A MOTIVATOR
INTERESTING WORK
ENJOYABLE CO-WORKERS
RECOGNITION

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8
Q

HOW TO FORM A BUSINESS

A

SOLE PROPRIETORSHIP
PARTNERSHIP
CORPORATION

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9
Q

LIMITED LIABILITY COMPANY

LLC

A

The fasted growing way to organize a business
Allows flexibility
Limited liability
Choice of whether to pay taxes as a corporation or a partnership
Flexibility in distributing profits—not just proportional to shares held

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10
Q

LIMITED LIABILITY PARTNERSHIP

LLP

A

Favorite among lawyers, accountants, engineers
General partners are not liable for the financial problems of other general partners
Limited liability
Profits are ordinary income and taxed as such

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11
Q

LEVERAGED BUYOUT (LBO)

A

Management or investors (or a combination of both) pool money to buy a corporation
Usually using borrowed money
Company is often weakened by huge debt load
Can be politically sensitive if foreign company buys U.S. icon

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12
Q

MERGERS AND ACQUISITIONS

A

When companies combine
Merger implies two equally sized firms
Acquisition is when one firm buys another smaller firm
Can be friendly or hostile “takeover”

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13
Q

TYPES OF MERGERS

A

HORIZONTAL MERGERS
VERTICAL MERGERS
CONGLOMERATE

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14
Q

Horizontal mergers

A

Mergers among competitors
Exxon merges with Mobil to form ExxonMobil
Staples merges with Office Max
Most likely to attract government regulators

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15
Q

Vertical mergers

A

Mergers in the channel of distribution
Exxon buys gas stations or pipelines
Staples buys an envelope company

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16
Q

Conglomerate

A

A company in unrelated businesses
GE buys wind turbine maker
GE also makes locomotives
Was most popular in the 1960s

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17
Q

FREDERICK TAYLOR’S “SCIENTIFIC MANAGEMENT”

A

Principles of Scientific Management, 1911
Goal was to increase productivity
Time-motion studies and speeding up the assembly line
ASSUMES PEOPLE ARE MACHINES

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18
Q

THINGS TO KNOW FROM THE “ORGANIZING” CHAPTER

A

CENTRALIZED VERSUS DECENTRALIZED CONTROL
FLAT VERSUS TALL ORGANIZATIONS
SPAN OF CONTROL
EMPOWERING WORKERS AND SELF-MANAGED TEAMS

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19
Q

Sole proprietership

A

A business owned and usually managed by one person

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20
Q

Partnership

A

Two or more people legally agree to become co owners of a business

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21
Q

Corporation

A

A legal entity with authority to act and have liability apart from its owners

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22
Q

Cities with the most minority run firms

A

Atlanta, Baltimore, Nashville, Houston, Miami

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23
Q

Benefits of a sole proprietership

A
  1. Ease of starting and ending the business
  2. Being your own boss
  3. Pride of ownership
  4. Leaving a legacy
  5. Retention of company profit
  6. No special taxes
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24
Q

Disadvantages of sole proprieterships

A
  1. Unlimited liability (any debts incurred by the business are yours too
  2. Limited financial resurces
  3. Management difficulties
  4. Overwhelming time committment
  5. Few fringe benefits
  6. Limited growth
  7. Limited life span
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25
Q

what percent of businesses are sole proprieterships?

A

72 percent

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26
Q

General partnership

A

All owners share in operating the business and sharing the businesses debts

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27
Q

Limited partnership

A

A partnership with one or more general partners and more limited partners. Can have only one general partner.

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28
Q

Limited partner

A

Invested in business but enjoys limited liability

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29
Q

General partner

A

Manages bysiness and assumes unlimited liability

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30
Q

Master limited partnership

A

Looks like corporation but taxed like a partnership thus avoiding corporate tashes

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31
Q

Limited liability partnership

A

Limits liabilities in the risk of losing personal assets

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32
Q

Advantages of partnerships

A 
More financial resources
Shared management
Longer survival
No special taxes and pooled skills/knowledge
Longer survival
No special taxes
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33
Q

Disadvantages of partnerships

A

Unlimited liability
Division of profits
Disagreements
Difficult to terminate

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34
Q

Conventional corporation

A

A state chartered legal entity with authority to act and have its liability separate from its stockholders

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35
Q

Advantages of corporations

A 
Limited liability
Ability to raise money
Size
Perpetual life
Ease of ownership change
Ease of attracting talented employees
Separation of ownership from management
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36
Q

How do owners affect management

A

Owners/stockholders/elect board of directors -> board of directors (hire officers) -> officers (set corporate objectives and select managers)-> managers (supervise employees) -> employees

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37
Q

Largest corporations in us

A

Walmart, exxon mobil, chevron, conocophillips, fanniemae

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38
Q

Largest privste corporations

A

Cargill, koch industries, bechtel, hca,mars, chrysler, pricewatercoopers, publix, ernst and young, c and s wholesale grocers

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39
Q

Disadvantages of corporations

A 
Initial cost
Extensive paperwork
Duble taxatioj
Two tax returns
Sixe
Difficulty of termination
Possible conflict with stockholders and board of directors
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40
Q

Who can incorporate

A

Anyone

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41
Q

S corporation

A

Government creation that Looks like a corporation but is taxed like sole proprietorships and partnerships
Have shareholders, directors and employees, plus benefit of limited liability. Profits are taxed only as perosnal income of the shareholder.

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42
Q

Qualifications for s corporations

A

Have no more than 100 sharehodlers
Have shareholders that are us citizens
Have only one class of stock
Derive no more than 25 percent of income from passive sources

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43
Q

Limited liability company

A 
Similar to an s corporation but without the eligibility
Advantages
Operating flexibility
Flexible ownership rules
Choices of taxation
Flexible ownership rules
No stock therefor ownerhsip is nontransferable
Limited life span
Paperwork
Fewer incentives
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44
Q

Virtual companies

A

Online LLCs

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45
Q

Merger

A

The result of two firms joining to form one company

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46
Q

Acquisition

A

One company’s purchase of the property and obligations of another company

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47
Q

Vertical merger

A

Joins two firms in different stages of related businesses

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48
Q

Horizontal merger

A

Joins two firms in the industry nd allows them to diversify or expand their products

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49
Q

Conglomerate merger

A

United firms in compltely unrelated industries in order to diversify business operatons and investments

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50
Q

Leveraged buyout (LBO)

A

An attempt by employees, management or a group of investors to buy out the stockholders in a company

Foreign investors do this in US frequently

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51
Q

Franchise agreement

A

An arrangement whereby someone with a good idea for a business sells the rights to use the business name and sell a product or service(franchise) to others (franchisees)

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52
Q

Advantages of franchising

A 
Management and marketing asisstance
Personal ownership
Nationally recognized name
Financial advice and asistnce
Lower failure rate
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53
Q

Disadvantages of franchising

A 
Large start up cost
Shared profit
Management regulauton
Coattail effects
Restrictions on selling
Fraudulent franchisors
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54
Q

Home based franchiens advantages nd disadvantages

A

Advanatages:
Relief from commuting
Extra family time
Low overhead expenses

Disadvantages:
Isolation
Long hours

Examples: jazzercise, vanguard clesning, lawn doctor

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55
Q

Franchises and rhe internet

A

Tricky because of regulation

Utilization of facebook

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56
Q

Global franchising

A

Canada is most popular for us chains

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57
Q

Top ten performing franchises

A 
Hampton hotels
Ampm
Mcdonalds
7eleven
Supercuts
Days inn
Vanguard cleaning
Subway
Dennys
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58
Q

Cooperstives

A

Businesses owned and controlled by the people wh o use them-producers, consumers or workers with similar needs who pool their resources for mutual gain

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59
Q

Management

A

The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources

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60
Q

Todays managers

A 
Are younger
More progressive
Less from elite universities
Growing numbers of women
Ephasis on teams and team building
Need to be skilled communicators and team players
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61
Q

Respect and how to get it

A 
In order of importance
-strong management
Sound business strategy
Ethical practices
Cmpetitve edge
Product innovation
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62
Q

Four functions of management

A

Planning
Organizing
Leading
Controlling

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63
Q

Vision

A

More than a goal, its a broad explanation of why the organizations exists and where its trying to go

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64
Q

Mission statementq

A

Outlines the organizations fundamental purposes
It includes
Organizations self concept, philosohy, long term survival needs, customer needs, social responiblity, nature of the product or service

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65
Q

Goals

A

The broad long term accomplishments an organizations wishes to attain

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66
Q

Objectived

A

Specific short term stteents detailing how to achieve the organization’s goals

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67
Q

SWOT analysis

A

Analyzes the Strengths, Weakneses, Opportunities, and Threats

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68
Q

Potential internal Strengths

A 
Core competencies in some areas
An acknolweged market leader
Well conceived funcitonal area strategies
Proven management
Cost advantages
Better advertising campigns
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69
Q

Potential external Opportunities

A

Abiliity to serve additional customer groups
Expand product lines
Ability to transfer skills/technology to new products
Falling trade barriers in attractive foreign markets
Complacency among rival firms
Ability to grow due to increases in market demand

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70
Q

Potential internal Weakneses

A 
No clear strategic direction
Obsolete facilities
Subpar profitbility
Lack of managerial depth and talent
Weak market image
Too narrow a product line
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71
Q

Potential external Threats

A 
Entry of lower cost foreign competitiom
Rising dales of substitute products
Slower market growth
Costly rgulatory requirements
Vulnerability to rcession and business cycles
Changing buyer needs and tastes
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72
Q

Planning Functions

A

Strategic planning. Tactical planning. Operational planning. Contingency planning.

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73
Q

Strategic planning

A

The setting of broad long range goals by top managers

Done by top management nd determines the major goals of the organization and the policies, procedures, strategies and resources it will need to achieve them.

74
Q

Tactical planning

A

The identification of specific short range objectives by lower level managers

The process of developing detsiled, short term statements bout what is to be done who is to do it and how

75
Q

Operational planning

A

The setting of work standards and schedules

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

76
Q

Contingency planning

A

Backup plans in case primary plans fail

The process of preparing alterntive courses of action the firm can use if its primary plans don’t work out.

77
Q

Decision making

A

Choosing between two or more alternatives

78
Q

What makes a great CEO

A

Keep global business issues in mind and be a citizen of he world
Identify and manage risks before they grow
Change strategies and models with the times
Skillfully mange relationships with governments as government involvement rises

80
Q

Problem solving

A

The process of solving the everyday problems that occur, less formal than decision making and needs quicker action

Problem solving techniques include brainstorming and PMI

81
Q

PMI

A

Listing all of the pluses for a solution in one column, all the minuses in another and the implicaitons in a third

82
Q

Organization chart

A

Visual device thwt dhows relationships among people and divides the organizations work. It shows who reports to whom.

83
Q

Levels of managemen

A

Top management, middle management, supervisory management

84
Q

Top management

A

The highest level, consists of the president and othe rkey company executives who develop strategic plans

85
Q

Middle management

A

Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

86
Q

Supervisory management

A

Those directly responsible for supervising workers and evalutng daily performance

87
Q

CEO

A

Chief executive officer

Introduce change into an organization

88
Q

COO

A

Chief Operating Officer

Implements CEOs changes

89
Q

CFO

A

Chief financial officer

Obtains funds, plans budgets, collects funds, etc

90
Q

CIO

A

Chief information officer

Gets the right information to the right people so decisions can be made

91
Q

Managerial skills

A

Technical, human relations, conceptual

92
Q

Technical skills

A

The ability to perform tasks in a specific discipline or department

93
Q

Human relations skills

A

Skills that involve communication and motivation- they enable managers to work through and with people

94
Q

Conceptual skills

A

Sills that involve the ability to picture the organization as a whole and the relationship among its various parts

95
Q

The most basic human relations skill

A

Saying Thank You

96
Q

Staffing

A

Recruiting, hiring, motivating, and retaining the best peiple available to accomplish the company’s objectives

Recruiting good people is crucial.
Many people are not willing to work at companies unless they are treated well with fair pay.

97
Q

Six sins of staffing

A

Don’t hire someone because someone else says so
Dont get caught up in applicants appearences
Dont give someone the wrong job
Dont forget about feedback
Dont give promotions just because ‘its time’
Dont cheat your employees

98
Q

Five things leaders must do

A 
Communicate a vision and rally others around tha vision
Establish corporwte values
Promote corporate ethics
Embrace change
Stress accountability and responsiblity
99
Q

Transparency

A

The presention of the company’s facts and figures in a way that is clear and apparent to all stakeholders

100
Q

Autocratic leadership

A

Making managerial decisions without consulting others

101
Q

Participtive or democratic leadership

A

Managers and employees work together to make decisions

102
Q

Free rein leadership

A

Managers set objectives wnd employees are free to do whatever is appropriate to accomplish those objects

103
Q

Four types of executives

A

Rationalists
Humanists
Culturists
Politicists

104
Q

Epowerment

A

Progressive lesders give employees the authority to make decisions on their own without comsulting a manager

Customer needs are handled quickly
Managers role becomes less of a boss and more of a coach

105
Q

Enabling

A

Giving workers the education and tools they need to make decisions

106
Q

How to ease pressure on workers

A

Manage output instead of hours
Train workers to be ready for a more complex corporate structure
Allow lower level managers to make decisions
Use technology to foster teamwork
Shift hiring emphasis to collaboration

107
Q

Knowledge management

A

Finding the rit information, keeping information in a readily accessible place and making the information known to everyone in the firm

Tries to keep people from reinventing the wheel

108
Q

Five steps of controlling

A 
Establishing clear standards
Monitor and record performance
Cmpare results against standards
Cmmunicate results
If needed take corrective action

Ask wuestion ‘are standards realistic?’ And repeat chain

109
Q

Measurements of success

A

Financials

Then Pleasing emoloyees, stakeholders and customers

110
Q

External customers

A

Dealers, who buy products to sell to others,and ultimate customers who buy products for their own use

111
Q

Internsl customers

A

Individuals and units within the firm and receive services from other individuals and units

112
Q

How to structure an organization

A 
Create a division of labor
Set up teams or departments
Allocate resources
Assign tasks
Establish procedures
Adjust to new realities
113
Q

Change in organizations is due to

A

More global competiton
Declining economy
Faster technological change
Pressure to protect the environment

114
Q

Economies of scale

A

Companies can reduce their production costs by purchasing raw materials in bulk

115
Q

Fayol’s principles

A 
Unity of command
Hierachy of authority
Division of labor
Subordination of individual interests to the general interest
Authority
Degree of centrlaization
Clear communication channels
Order
Equity
Espirit de corps
116
Q

Organizational theories based on fayol’s principles

A

Organizairojs in which employees have no more than one boss. Lines of authority are clear.

Rigid organizations that often dont respond to customers quickly.

117
Q

Weber’s principles

A

Employees just need to do what they’re told

Also emphasized
Job descriptions
Written rules, decision guidelines, detsiled records
Cnsistent procedures, regulations, and policies
Staffing nd promotion based on qualifications

118
Q

Hierarchy

Fayol and weber

A

A system in which one person is at the top of an organization and there is a ranked or sequential ordering from the top down

119
Q

Chain of command

A

Te line of authority that moves from the top of the hierrchy to the lowest level

120
Q

Beaurocracy

A

A organization with many layers of managers who set rules and regularions and oversee all decisions
This can annoy customerd as it can take weeks or months to have info passed down to lower level employees.

121
Q

Centralized authority

A

When decision making is concentrated at the top level of management

122
Q

Decentralized authority

A

When decision making is delegsted to lower level managers and meployees mo familiar with local conditions than headquartees is

123
Q

Span of control

A

The optimal number of subordinates a manager supervises or should supervise

When work is standardizwd, broad spans of control are possible
Appropriate span narrows at hogher levels of the organization
Te trend today is to reduce middle managers and hire bette rlow level employees

124
Q

Organizarional structures

A

Tall organization structures

Flat organization structures

125
Q

Tall organization strcutures

A

An organizational structure in which the organization chart would be tall because of the various levels of management

126
Q

Flat organization structures

A

A organizational structure that has few layers of management and a broad span of control

127
Q

Departmentalization

A

Divides organizations into seperate units

Workers are grouped by skills and expertise to specilaize their skills

128
Q

Advantages of departmentlaization

A

Eployees can develop skills and progress within a department as they master skills
Te company can achieve economies of scale
Employees can coordinte work within the fucntion and top management can easily direct activites.

129
Q

Disadvantages of departmentslizaion

A

Departments my not communicate well
Eployees may identify with their departments goals rather than their organization’s
Te company’s respose to external changes mAy be slow
People may not be trained to take different managerial responsibilities instead they become specialists
Department members may engage in groupthink snd may need outside input

130
Q

Ways to departmentalize

A

By product

By function

131
Q

Four ways to structure an organization

A

Line organizations
Line and staff organizations
Matrix style organizations
Cross functional self managed teams

132
Q

Line organization

A

Hs directed two way lines of responsibility authority and communication running from the top to the bottom. Everyone reports to the supervisor.

There are no specilaists, legal, accounting, human reources, or informaiton technology departments
Line managers issue orders enforce discipline and adjust the organization to changes

133
Q

Line personnel

A

Workers responsible for directly achieving organizational goals, and include production, distribution and marketing employees

Line personnel have authority to make decisions

134
Q

Staff personnel

A

Employees who advise and assist the personnel in meeting their goals and include marketing research, legal advising, IT and human resource employees

135
Q

Matrix organizations

A

Specialists from different parts of the organization work together temporarily on specific project but still remain part of a line and staff structure.

136
Q

Advantages of the matrix style

A

Managers have flexibility in asigning peiple to projects
Interorganizatonal Cooperation and teamwork is encouraged
Creative solutioms ot prduct development problems are produced
Efficient use of organizational resurces

137
Q

Disadvantage sof matrix style

A

Costly and complex

Employees confused bout where loylty belongs

138
Q

Cross functional self msnaged teamsq

A

Groups of employees from different departments working together on s long time basis

139
Q

Cross functional teams work best when

A

The voice of the customer is heard

Teams tht include customers suppliers and distributors go beyond organizational boundsries.

140
Q

Important conditions for small teams

A 
Clear purpose
Clear goals 
Correct skills
Mutual accountability
Shift roles when appropriate
141
Q

Networking

A

Using communications technology to link organizations and allow them to work together.
Companies are no longer self sufficient and rely on a global business network

142
Q

Real time

A

Te present moment or actual time in which smething takes place

143
Q

Transparency in electronics

A

Cmpny is very open to share electronic information with other companies as if they were one

144
Q

Virtual corporation

A

A temporary networked organization made up of replacable firms that join and leave as needed

145
Q

Benchmarking

A

Compares an organizations practices, processes and products against the world best.

146
Q

Core competencies

A

The functions an organization can do as well or better than any other organization in the world

147
Q

Restructuring

A

Redesigning an organization so it can more effectively and efficiently serve its customers.

148
Q

Inverted corporation

A

An organization that has contact people at the top and the ceo at the bottom.

A manager assists and supports workers, not bosses them.

149
Q

Corporate culture

A

The widely shared values within an organization that fosters unity and cooperwtion to achieve commo goals.
Some of the best organizational cultures emphasize service.

150
Q

Formal organization

A

Details lines of responsibility, authority, and position

151
Q

Informal organization

A

The system of relationships that develop spontaneously as employees meet and form relationships

152
Q

Limitations of informal organziations

A

Too unstructured and emotional on its own

153
Q

Intrinsic goals

A

Personal satisfaction you feel when you perform well and complete goals

154
Q

Extrinsic rewards

A

Something given as a recognition of good work

155
Q

Scientific management

A

Studying workers to find the most efficient ways of doing things and hen teaching people those techniques

156
Q

Three element to increase productivity

A

Time
Mthods of work
Rules of work

157
Q

Taylor’s four key principles

A

Study how a job is performed
Codify the best method into rules
Choose workers whose skill matches the rules
Establish a fair level of performance and pay

158
Q

Time motion studies

A

Tudies of which tasks must be performed the complete a job and the time neede to do each task

159
Q

Principle of motion economy

A

Every job can be broken down into a series of elementsry motions

160
Q

Hawthorne effect

A

People act diffeeently when they know htey are being studied

161
Q

Mslows hierchy of needs

A

Theory of motivation based on unmet human needs from basic hysiologic needs to safety, social and esteems needs to self actualizatuon needs.

162
Q

Herzberg’s motivating factors

A

Researched two questions

  • what factors controlled by managers re most effective in increasing worker motivation
  • how do workers rank job related factors in order of importance related to motivation

Discovered that job content factors were most importsnt- workers like to feel that they contribute to the company

163
Q

Hygiene factors

A

Job factors that can cause dissatisfaction if missing but do not necessarily morivate employees if increased

164
Q

Ways to reinvigorate work life

A

Dnt work alone all the time
Redecorate your space to get away from same old
Dont complain- think of things to celebrate

165
Q

Theory x and theory y

A

Two types of mangers according to douglas mcgregor

166
Q

Assumptions of theory x managers

A

Workers dislike work and seek to avoid it
Workers must be forced to work with punishment
Workers prefer to avoid responsiblity
Primary motvators are fear and money

167
Q

Assumptions of Theory y managers

A

People like to work its a part of life
Workers seek goals which they are committed
People are motivated by a variety of rewards

168
Q

William ouchi

A

Researched cultural differences between us and japan
Type j commited to the group
Type a focused on the indidivudal
Theory z was hybrid of type j and type a approahc

169
Q

Goal setting theory

A

Setting ambitious but attainable goals can motivate workers and improve perofrmance if the goals are accepted, accompanied by feedback and facilitated by organizational conditions

170
Q

Management by objectives (MBO)

A

Involves a cycle of discussion, review and evalution of objectives among to nd middle level managers, supvisrs and employees

171
Q

Expectancy theory

A

The amount of effort employees exert on a specific task deends on their expecstions of the outcome

172
Q

Nadler and lewis

A

Five steps for managwrrs

  • determine what rewards employees value
  • determine workers performance standard
  • make sure perofamnce stndards are attainable
  • tie tewards to performance
  • be sure employees feel rewards are adequate
173
Q

Reinforcement theory

A

Positive and negative reinforcers motivate a person to behave in certain ways
Positive and negative reiforcment plus extinciton

174
Q

Equity theory

A

Eployees try to maintain equity between inouts and outputs compared to oer sin similar positions

175
Q

Job enrichment

A

A motivational strategy that emohasies motivating the worker through the job itself
Bsed on herzerg’s motivatorss

176
Q

Key characteristics of work

A 
Skill variety
Task identity
Task significance
Autonomy
Feedback
177
Q

Types of job enrichment

A

Job enlargement

Job rotation

178
Q

Job enlargement

A

A job enrichment strategy that involves combinng a serie skof tasks into one challengin and interesting asisgnment

179
Q

Job rotation

A

A job enrichment strategy that involves moving emoloyees from one job to another

180
Q

Open communciation

A

Fosters a culture that rewards listneing, trains mangers to listen, uses effective wuesitoning techniques, akss employees whats imprtsnt to them

181
Q

High context

A

Require relationships and group trust before performance

182
Q

Low context

A

Believe relationship building distracts from tasks

235
Q

Rational decision making model

A 
Define the situation
Describe and collect needed information
Devleop alternarives
Develop agreement among those involved
Decide which alternative is best
Do what is indicated
Determine whether the decision was a good one and follow up.

Tests (3 decks)

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