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NUTR386 > EXAM1 > Flashcards

EXAM1 Flashcards

1
Q

the vertical relationships within an organization; chain of command

A

lines of authority

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2
Q

description of the vertical relationships in an organization, which dictates the reporting relationship among workers and the various levels of management,

A

hierarcy

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3
Q

managers whose reporting relationships, both upward and downward, are vertical.

A

line managers

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4
Q

the four roles of management

A

planning, organization, leading, controlling

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5
Q

managers who oversee employees responsible for production; need a high level of technical skills, good human relations, and some conceptual skills

A

frontline managers

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6
Q

managers who direct the activities of large segments of an organization rather than the actual production need a high level of conceptual skills, good human relations skills, and some technical skills.

A

top-level managers

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7
Q

managers whose level is above that of frontline managers but who are subordinate to top-level managers; need technical skills and conceptual skills in equal amounts and good human relation skills.

A

middle managers

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8
Q

the vertical relationships between members of an organization that are based on authority and power.

A

chain of command

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9
Q

a measure of the influence of a manager has on an organization; usually measured by the number of people who report to the manager.

A

span of control

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10
Q

managers who oversee supportive departments or groups, they report laterally, not vertically.

A

staff managers

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11
Q

the concentration of decision making and power at the upper levels of an organization.

A

centralization

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12
Q

the ability for individuals at lower levels of an organization to make decisions appropriate to their own areas of responsibility

A

decentralization

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13
Q

the specialization of groups in an organization, which may be based on production, function, clients, location or work processes.

A

departmentalization

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14
Q

consistency within the organization, related to managers, employees, processes, communications, philosophy, culture, and so on. It is the thread that unifies the whole.

A

internal congruity

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15
Q

resources brought into a system; for example, money, people, technology, and materials

A

inputs

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16
Q

the production or work of an organization that changes inputs into outputs

A

transformation

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17
Q

the results that occur when inputs are transformed in a system

A

outputs

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18
Q

the term used for outputs in clinical or community nutrition

A

outcomes

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19
Q

outputs fom a system that are recycled as inputs to prevent errors or to improve the system in the future.

A

feedback

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20
Q

managerial skills related to production work of the organization

A

technical skills

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21
Q

a managerial skills set composed of personal attributes, knowledge, and learned behavior that enables managers to work effectively and communicate with others.

A

human skills

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22
Q

managerial skills related to working with abstract ideas and concepts

A

conceptual skills

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23
Q

a management fxn that involves developing mission statements, setting goals, and outlining the steps needed to meet those goals.

A

planning

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24
Q

interim plans of an organization geared toward fulfilling long-term goals; usually projected in days, weeks, or months. These are sometimes called process goals.

A

short-term plans

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25
Q

the projected outcomes, or strategic plans of an organization based on its mission or philosophy; usually covering a period of from three to five years. These are sometimes called outcome goals.

A

long-term plans

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26
Q

global plans that set the direction for the organization within the context of its internal and external environment.

A

strategic plans

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27
Q

a management fxn that deals with establishing an orderly; systematic method of dealing with issues.

A

organizing

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28
Q

a management fxn that deals with the direction, motivation, and coordination of staff and their activities.

A

leading

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29
Q

a management fxn that involves inspecting the work that is done, ensuring that standards are met, and monitoring that the work is done as planned.

A

controlling

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30
Q

a criteria for management focused on meeting defined goals and objectives,

A

effective

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31
Q

a criteria for management defined as doing things in the best way to relative to resource utilization

A

efficient

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32
Q

a criteria for management based on the ability to adapt to the specific environment.

A

appropreiate

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33
Q

a criteria for management that considers if what was done was done with the correct amount.

A

adequate

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34
Q

a managerial role in which a manager acts as a figurehead, a leader or a liaison.

A

interpersonal roles

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35
Q

a managerial role in which the manager monitors and disseminates information or acts as a spokesperson for the organization

A

information roles

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36
Q

a managerial role based on being an entrepreneur, disturbance handler, resource allocator, and negotiator, these roles allow a manager to take charge, make changes, handle conflicts, determine how resources are used and arrange deals.

A

decisional roles

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37
Q

leadership style illustrated by a leader who takes total control, assumes full authority, and take full responsibility for the areas managed.

A

autocratic leadership

38
Q

a commonly used leadership style in which the leader gathers information and seeks the opinions of colleagues and/or subordinates before taking action.

A

participative leadership

39
Q

a leadership style based on “majority rules” in which decisions are made by the group rather than the manager alone.

A

democratic leadership

40
Q

a leadership style that requires that decisions or plans be made by a group and is based on all members working together until agreement is reached.

A

consensus leadership

41
Q

a leadership style that transforms employees who merely carry out their duties to employees who feel comfortable in contributing their input to the management process.q

A

transfomrational leadership

42
Q

a leadership style that prepares the subordinate to take over management functions and in some cases, to become the successor to the manager.

A

transforming leadership

43
Q

consists of an operating budget, a capital budget, a cash budget, and a budgeted balance sheet

A

master budget

44
Q

an estimate of the cash flow (cash on hand, accounts payable, accounts receivable, and the cost of credit) that can be used to project the availability of funds.

A

cash budget

45
Q

a statement of the assets and liabilities of an organization based on budget estimates.

A

budgeted balance sheet

46
Q

budget that takes into account the revenue, expense, direct labor, direct material, and overhead budgets as well as other operating expenses. It is used in projecting the income of an organization and in allocating funds within an organization.

A

operating budget

47
Q

a type of budget that is based on the previous year’s budget and a predetermined increment. This increment may depend on a number of factors such as inflation rate, labor contracts, profitability, operating losses, restructuring, reengineering.

A

incremental budget

48
Q

a type of operating budget that is based on estimated need for the coming year, without relying on last years’s budget as a starting point. It requires managers to write budgets from scratch and to justify every dollar of proposed spending.

A

zero-based budget.

49
Q

budget plan for which funds are allocated for the entire fiscal year. It is also known as static budget and can be applied to either the zero-based budget or to the incremental.

A

fixed budget

50
Q

budget plan for which expenses will carry in response to actual production, volume, or revenues. It is also referred to as flexible budget and can be used in conjunction with either the zero-based budget or the incremental budget.

A

variable budget

51
Q

the projection of the income of an organization or a department based on the sale of products. It is a part of the operating budget.

A

revenue budget

52
Q

component of the operating budget that deals with all anticipated costs, which can further be divided into a number of sub-budgets (for example, labor, material, overhead, and other expenses)

A

expense budget

53
Q

a prediction of the labor costs needed to get work done; does not always include the cost of benefits.

A

labor budget

54
Q

labor costs that are related to the actual performance for work (for ex. base pay, overtime). These are the projections that get written into the labor budget.

A

direct labor costs

55
Q

labor costs over which managers have little control. These include benefits, like insurance, taxes, and paid time off, which are not always included in the labor budget.

A

indirect labor costs

56
Q

the estimate of cost for raw materials to be used in the production of goods. This part of the operating budget is computed for departments that produce a tangible product.

A

direct material budget

57
Q

the estimate of the cost of materials that are used but not associated with production.

A

indirect material budget

58
Q

the general expenses associated with the operation of a facility that include rent, taxes, utilities, repairs, and maintenance.

A

overhead

59
Q

projects spending on items that are costly and durable such as land, buildings, and major pieces of equipment.

A

capital budget

60
Q

the statement of philosophy or purpose that drives an organization

A

mission statement

61
Q

the “personality” of an organization

A

organizational culture

62
Q

a graphic representation of an organization’s structure

A

organization chart

63
Q

Characteristics of a leader (9)

A

intelligence, drive, motivation, integrity, self-confidence, expertise, charisma, creativity, flexibility

64
Q

individuals found within organizations who can effectively manage finances, productions, and purchasing, but may not be considered effective leaders.

A

managers

65
Q

individuals who are considered good managers, work well with staff, and demonstrate respect, concern, and empathy for employees.

A

leaders

66
Q

a foodservice in which the organization that receives the service owns and operates the food service.

A

self-operated foodservices

67
Q

organizations that provide food service to other organizations or institutions; contracts vary in services provided.

A

contract management

68
Q

Advantages of self-operated foodservices (3)

A
  1. responsive to needs
  2. employee loyalty
  3. freedom/ creativity/ innovation/opportunity
69
Q

Disadvantages of self-operated foodservices. (3)

A
  1. more expensive
  2. harder to cross-fertilize ideas
  3. have to make own processes
70
Q

Advantages of contract management companies (3)

A
  1. lower costs
  2. provides tools and processes
  3. expertise
71
Q

disadvantages of contract management companies (5)

A
  1. lack of loyalty to organization
  2. more paper work
  3. manager has 2 bosses
  4. lacks uniqueness
  5. interpersonal conflicts between workers and managers due to different employers
72
Q

Steps of the decision-making process (8)

A
  1. problem identification
  2. establishment of decision making criteria
  3. weighting of decision-making criteria
  4. identifying alternatives
  5. analyzing alternatives
  6. making the decision
  7. implementing the decision
  8. evaluating the outcome
73
Q

a decision-making style in which the person recognizes existing problems and deals with them in a timely manner.

A

problem solver

74
Q

a decision-making style on which the person is proactive and deals with potential problems before they become obvious.

A

problem seeker

75
Q

a methodical, rational approach to making a group decision in which each member contributes ideas, and alternatives are ranked to deduce a sensible, fair decision.

A

nominal group technique

76
Q

an approach to coming up with a group decision similar to the nominal group technique except that members do not meet but instead communicate and analyze ideas through written communication until consensus is reached.

A

delphi technique

77
Q

any unit within an organization that has expenses. some cost centers, like food services and pharmacy, also generate revenues. Others, like payroll, human resources, and materials management, are not expected to generate a profit or to break even.

A

cost center

78
Q

any department within an organization with an income that exceeds operating costs.

A

profit center

79
Q

any department within an organization that generates income.

A

revenue center

80
Q

subdivision of the operation budget that encompasses all other anticipated costs of operation. Ex. telephone bill, postage, printing, office supplies.

A

other operating expenses

81
Q

a statement prepared by managers to account for any deviation from the budget.

A

variance analysis

82
Q

How to calculate variance

A

(Actual-Budget)/ Budget *100

83
Q

items of value owned by person or business

A

assets

84
Q

debts or other financial obligations of a business

A

liabilities

85
Q

20-50-30 rule

A

20% of employees embrace change
50% are ambivalent to change
30% are resistant

86
Q

SMART Goal Setting

A

specific, measurable, achievable, realistic, timely

87
Q
  • Developments in technology may change this market beyond our ability to adapt.
  • A small change in the focus of a large competitor might wipe out any market position we achieve.
A

threat

88
Q
  • Our business sector is expanding, with many future opportunities for success.
  • Local government wants to encourage local businesses.
  • Our competitors may be slow to adopt new technologies.
A

opportunity

89
Q
  • Our company has little market presence or reputation.
  • We have a small staff, with a shallow skills base in many areas.
  • We are vulnerable to vital staff being sick, and leaving.
  • Our cash flow will be unreliable in the early stages.
A

weakness

90
Q
  • We are able to respond very quickly as we have no red tape, and no need for higher management approval.
  • We are able to give really good customer care, as the current small amount of work means we have plenty of time to devote to customers.
  • Our lead consultant has strong reputation in the market.
  • We can change direction quickly if we find that our marketing is not working.
  • We have low overheads, so we can offer good value to customers.
A

strengths

NUTR386 (2 decks)

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