EXAM1

Question 1

the vertical relationships within an organization; chain of command

Answer 1

lines of authority

Question 2

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

Answer 2

hierarcy

Question 3

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

Answer 3

line managers

Question 4

the four roles of management

Answer 4

planning, organization, leading, controlling

Question 5

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

Answer 5

frontline managers

Question 6

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.

Answer 6

top-level managers

Question 7

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.

Answer 7

middle managers

Question 8

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

Answer 8

chain of command

Question 9

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

Answer 9

span of control

Question 10

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

Answer 10

staff managers

Question 11

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

Answer 11

centralization

Question 12

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

Answer 12

decentralization

Question 13

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

Answer 13

departmentalization

Question 14

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

Answer 14

internal congruity

Question 15

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

Answer 15

inputs

Question 16

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

Answer 16

transformation

Question 17

the results that occur when inputs are transformed in a system

Answer 17

outputs

Question 18

the term used for outputs in clinical or community nutrition

Answer 18

outcomes

Question 19

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

Answer 19

feedback

Question 20

managerial skills related to production work of the organization

Answer 20

technical skills

Question 21

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

Answer 21

human skills

Question 22

managerial skills related to working with abstract ideas and concepts

Answer 22

conceptual skills

Question 23

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

Answer 23

planning

Question 24

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

Answer 24

short-term plans

Question 25

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.

Answer 25

long-term plans

Question 26

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

Answer 26

strategic plans

Question 27

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

Answer 27

organizing

Question 28

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

Answer 28

leading

Question 29

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.

Answer 29

controlling

Question 30

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

Answer 30

effective

Question 31

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

Answer 31

efficient

Question 32

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

Answer 32

appropreiate

Question 33

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

Answer 33

adequate

Question 34

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

Answer 34

interpersonal roles

Question 35

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

Answer 35

information roles

Question 36

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.

Answer 36

decisional roles

Question 37

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

Answer 37

autocratic leadership

Question 38

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

Answer 38

participative leadership

Question 39

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

Answer 39

democratic leadership

Question 40

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.

Answer 40

consensus leadership

Question 41

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

Answer 41

transfomrational leadership

Question 42

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

Answer 42

transforming leadership

Question 43

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

Answer 43

master budget

Question 44

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.

Answer 44

cash budget

Question 45

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

Answer 45

budgeted balance sheet

Question 46

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.

Answer 46

operating budget

Question 47

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.

Answer 47

incremental budget

Question 48

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.

Answer 48

zero-based budget.

Question 49

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.

Answer 49

fixed budget

Question 50

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.

Answer 50

variable budget

Question 51

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.

Answer 51

revenue budget

Question 52

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)

Answer 52

expense budget

Question 53

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

Answer 53

labor budget

Question 54

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.

Answer 54

direct labor costs

Question 55

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.

Answer 55

indirect labor costs

Question 56

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.

Answer 56

direct material budget

Question 57

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

Answer 57

indirect material budget

Question 58

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

Answer 58

overhead

Question 59

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

Answer 59

capital budget

Question 60

the statement of philosophy or purpose that drives an organization

Answer 60

mission statement

Question 61

the "personality" of an organization

Answer 61

organizational culture

Question 62

a graphic representation of an organization's structure

Answer 62

organization chart

Question 63

Characteristics of a leader (9)

Answer 63

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

Question 64

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

Answer 64

managers

Question 65

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

Answer 65

leaders

Question 66

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

Answer 66

self-operated foodservices

Question 67

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

Answer 67

contract management

Question 68

Advantages of self-operated foodservices (3)

Answer 68

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

Question 69

Disadvantages of self-operated foodservices. (3)

Answer 69

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

Question 70

Advantages of contract management companies (3)

Answer 70

1. lower costs 2. provides tools and processes 3. expertise

Question 71

disadvantages of contract management companies (5)

Answer 71

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

Question 72

Steps of the decision-making process (8)

Answer 72

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

Question 73

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

Answer 73

problem solver

Question 74

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

Answer 74

problem seeker

Question 75

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.

Answer 75

nominal group technique

Question 76

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.

Answer 76

delphi technique

Question 77

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.

Answer 77

cost center

Question 78

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

Answer 78

profit center

Question 79

any department within an organization that generates income.

Answer 79

revenue center

Question 80

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

Answer 80

other operating expenses

Question 81

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

Answer 81

variance analysis

Question 82

How to calculate variance

Answer 82

(Actual-Budget)/ Budget *100

Question 83

items of value owned by person or business

Answer 83

assets

Question 84

debts or other financial obligations of a business

Answer 84

liabilities

Question 85

20-50-30 rule

Answer 85

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

Question 86

SMART Goal Setting

Answer 86

specific, measurable, achievable, realistic, timely

Question 87

* 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.

Answer 87

threat

Question 88

* 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.

Answer 88

opportunity

Question 89

* 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.

Answer 89

weakness

Question 90

* 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.

Answer 90

strengths