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EnggMan Midterms > finals > Flashcards

finals Flashcards

1
Q

any process that accepts inputs and uses resources to change those inputs in useful way

A

operations

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2
Q

process of efficiently and effectively planning, organizing, and controlling operations to achieve objectives.

A

operations management (Aldag and Stearns)

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3
Q

closely tied to the cost and resource utilization of a task. It is about
accomplishing a job with lower expenses compared to someone else performing the same task,
signifying greater efficiency

A

Efficiency

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4
Q

pertains to achieving goals. When someone successfully
meets their objectives, such as producing 10,000 units in a month, they are considered effective.

A

Effectiveness

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5
Q

administration of business practices
to create the highest level of efficiency possible within an organization. It is concerned with
converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.

A

operations management (Hayes A.)

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6
Q

engineer is tasked with identifying strategies to enhance the quality of products or services while simultaneously reducing costs within their department.

A

engineering manager

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7
Q

their core duty is to take the
conceptual design of a product and translate it into a tangible reality. This involves specifying the
exact machinery, tools, and production processes needed for the efficient and effective
manufacturing of the product. They need to ensure that the product can be produced at scale with
precision and in a cost-effective manner.

A

manufacturing engineer

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8
Q

complex process of progressively transforming raw resources into a
finished product

A

manufacturing

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9
Q

differentt type of manufacturing process

A
  1. job shop
  2. batch flow
  3. worker-paced line flow
  4. machine-paced line flow
  5. continuous flow
  6. batch/continuous flow hybrid
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10
Q

Types of transformation process

A

a. manufacturing services
b. service processes

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11
Q

based on sales orders for variety of small lots
production facility that specializes in providing customized or made-to-order products, parts, or services for a variety of clients

A

job shop

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12
Q

process is where lots of generally own designed products are
manufactured. It is a method used to produce goods in batches, where each batch consists of a specific quantity of products that are produced as a group before moving on to the next batch.

A

batch flow process

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13
Q

refers to a production layout arranged in a sequence to accommodate processing of large volumes of standardized products or services.
-pace of work is determined by the worker

A

worker-paced line flow

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14
Q

process produces mostly standard products with machines playing a significant role. It is also known as an automated assembly line with automated machinery, is a manufacturing process in which products are assembled, processed, or manufactured with the primary driving force being automated machinery and equipment, rather than human labor

A

machine-paced line flow

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15
Q

characterized by the rapid rate at which items move through the system. This processing method is very appropriate for producing highlystandardized products like calculators, typewriters, automobiles, televisions, cellular phones,etc. uninterrupted manner

A

continuous flow

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16
Q

refer to the provision of services to persons by hand or with machinery.
structured series of activities, steps, and procedures designed to deliver a specific service to a customer or client

A

service process

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17
Q

offers a limited mix of services which results to some economies of scale in operations
requires low labor intensity and little or no customer interaction or customization.

A

service factory

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18
Q

provides a diverse mix of services. The layout used are those for job shops or fixed position and are adaptable to various requirements
refers to a type of service delivery model characterized by a flexible and adaptable approach to meeting customer needs.

A

service shop

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19
Q

organization that caters to the needs of a vast number of individuals concurrently. To meet this demand, they employ distinctive methods of service
delivery

A

mass service company

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20
Q

specialize in providing specialized services to other businesses or individuals

A

professional service firms

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21
Q

serves as an integral
component, similar to a foundational structure or framework that orchestrates various
activities leading to value creation

A

production system

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22
Q

six important activities of production systems

A
  1. Product Design
  2. Production Planning and Scheduling
  3. Purchasing And Materials Management
  4. Inventory Control
  5. Work-Flow Layout
  6. Quality Control
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23
Q

crucial aspect of creating products that meet customer
expectations by delivering reliable performance in line with their intended functions.

A

product design

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24
Q

described as the process
of predicting future sales for a specific product, translating these predictions into the
demand they generate for various production facilities, and making arrangements for
securing these facilities.

A

Production planning

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25
Q

phase of production control that involves
creating schedules that detail the duration of each operation in the production process

A

scheduling

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26
Q

must be undertaken with a high degree of efficiency and effectiveness specially in firms
engaged in high volume production.

A

purchasing and materials management

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27
Q

the approach that seeks efficiency of operation
through integration of all material acquisition, movement, and storage activities in the
firm

A

material management

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28
Q

process of establishing and maintaining
appropriate levels of reserve stocks of goods

A

inventory control

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29
Q

process of determining the physical
arrangement of the production system.

A

work-flow layout

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30
Q

refers to the measurement of products or services against
standards set by the company.

A

quality control

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31
Q

engaged in the production of tangible or
intangible goods

A

engineer managers

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32
Q

a group of activities designed to facilitate and expedite the selling of goods and
services

A

marketing (medina)

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33
Q

the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners,
and society at large

A

marketing (American Marketing Association)

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34
Q

the process of planning, executing, and tracking the marketing strategy of an organization. This includes the marketing plan, campaigns and tactics used
to create and meet the demand of target customers to drive profitability

A

marketing management (Dickerson)

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35
Q

types of marketing concept

A

a. production concept
b. product concept
c. selling concept
d. marketing concept
e. societal marketing concept

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36
Q

oldest and most basic marketing concept. The objective of the is to achieve high sales volume and produce products that are low in cost and
easy to manufacture.
key to success: mass production to reduce costs

A

production concept (Bhasin)

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37
Q

idea that businesses should focus on creating products that are
superior in quality and features to those of their competitors
key to success: offering a superior product

A

product concept

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38
Q

to sell the company’s product through large scale marketing and
promotional activities and it doesn’t matter whether they fulfill customers’ needs or not.
customers don’t remember their past shopping experience

A

Selling concept (shivani)

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39
Q

customer oriented
puts customers in the middle of the marketing
process, finding out customers’ needs and wants, then satisfying those needs better than the competitors.
looking for right products for customers

A

marketing concept

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40
Q

based on the welfare of the whole society
because it questions the strategy of the marketing concept
What customers want; it doesn’t mean
that it would be good for them in the long term

A

societal marketing concept

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41
Q

necessary to understand the marketplace and determine what needs are not being
met, or how to exploit opportunities that are currently not being served

A

market research (dickerson)

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42
Q

tool to structure marketing activities that helps managers consider all
relevant aspects of their project

A

marketing mix

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43
Q

7Ps of marketing mix

A

a. product
b. price
c. place
d. promotion
e. people
f. process
g. physical evidence

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44
Q

includes the tangible or intangible item and its
capacity to satisfy a specific need

A

product (medina)

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45
Q

High-quality products contribute to customer satisfaction and loyalty. Meeting or
exceeding customer expectations for performance, durability, and reliability is essential for
building a positive brand reputation.

A

quality

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46
Q

serves the practical purpose of protecting the product during transportation
and storage. It should also be functional and easy for consumers to use

A

packaging

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47
Q

Unique and innovative designs can set a product apart from competitors. is
a key element in brand differentiation and can be a competitive advantage.

A

design

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48
Q

The choice of materials influences the durability and lifespan of the product.
Durable materials contribute to a positive perception of quality

A

materials

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49
Q

crucial for ensuring the
profitability of the product. It involves optimizing manufacturing processes, sourcing cost effective materials, and efficient supply chain management.

A

production cost

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50
Q

4 levels of a product

A
  1. core
  2. tangible
  3. augmented
  4. promised
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51
Q

satisfies the most basic need of the customer

A

core product

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52
Q

“perceptible by touch”
physical manifestation of the core product.

A

tangible product

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53
Q

includes
the tangible product and all of the services that support it. Also, it includes additional features or
enhancements beyond the core and tangible products

A

augmented product

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54
Q

long-term result that the customer hopes to achieve by
selecting the product

A

long-term product

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55
Q

the money or other considerations exchanged for the purchase or use of the product, idea, or service.

A

price

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56
Q

profit equation

A

Profit= total revenue-total costs

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57
Q

money generated from normal business operations. It is calculated by
the sales price of a product times the quantity of units sold.

A

total revenue

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58
Q

costs of sales and operating expenses. It is all expenses
related to operating the business that are directly related to producing a good or service and
that are indirectly related to producing goods and services.

A

total costs

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59
Q

refers to a reduction in the original price of a product or service.

A

discount

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60
Q

refers to the location, may be virtual or real-world, where you will market your goods or
services

A

place

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61
Q

factors considering business location

A

geographic location
operational needs
accessibility

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62
Q

The location of the business must be located in close proximity to the target market

A

. Geographic Location

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63
Q

The office or building must match the type of business.

A

Operational Needs

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64
Q

This relates to how simple it is for clients to visit the location

A

Accessibility

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65
Q

communicating information between seller and potential buyer to influence attitudes
and behavior.

A

promotion (McCarthy and Perreault)

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66
Q

promotional tools

A
  1. advertising
  2. publicity
  3. personal selling
  4. sales promotion
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67
Q

a paid message that appears in the mass media for the purpose
of informing or persuading people about particular products, services, beliefs, or action

A

advertising

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68
Q

forms of mass media

A

–radio advertising
-tv advertising
-magazine advertising
-newspaper advertising

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69
Q

primarily relies on audio. Advertisers can use music, voiceovers, and
sound effects to convey their message.

A

Radio advertising

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70
Q

provides a visual and auditory experience. Advertisers can use moving
images, graphics, and sound to create a compelling message.

A

TV advertising

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71
Q

offers a visual experience through static images and text. Advertisers
can use high-quality images and creative layouts to capture attention

A

Magazine advertising

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72
Q

print medium, consisting of text and static images. Advertisers
can convey detailed information through headlines, articles, and images.

A

Newspaper advertising

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73
Q

promotional tool that publishes news or information about a product, service, or idea on behalf of a sponsor but is not paid for by the sponsor

A

publicity

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74
Q

A more aggressive means of promoting the sales of a product or service
“oral presentation in a conversation with one or more prospective purchasers
for the purpose of making a sale.”

A

personal selling

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75
Q

Any paid attempt to communicate with the customers other than advertising, publicity, and personal selling
This includes displays, contests, sweepstakes,
coupons, trading stamps, prizes, samples, demonstrations, referral gifts, etc. Contests and sweepstakes are very popular sales promotion tools

A

sales promotion

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76
Q

employees, customers, and other stakeholders who interact with a
business.

A

people

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77
Q

refers to the procedures and steps involved in delivering a product or service to the enduser.

A

process

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78
Q

e incorporates aspects that prove your brand exists and that a purchase took
place. It refers to the tangible aspects of a product, including packaging, branding, and more. Ensuring
the tangible aspect of a product aligns with the customer’s perception of the brand is essential in setting the business apart from competitors

A

physical evidence (ajmal)

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79
Q

difference between costs
and benefits.

A

value

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80
Q

ease of using the product, after-sales support and so on

A

service benefit

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81
Q

relates to how the product makes people feel about owning or using it.

A

Personal benefit

82
Q

use of marketing disciplines to achieve organizational goals by
developing and maintaining a sustainable competitive advantage. It addresses high-level
considerations such as what markets to target, which services to offer, and how to price and promote
them

A

Strategic Marketing

83
Q

steps of strategic marketing

A

a. selecting target market
b. developing marketing mix

84
Q

a group that has been chosen because of similar traits like age, income, and
lifestyle as the most probable candidates to purchase a product. This group is characterized by shared
characteristics and interests that make them more likely to be interested in and benefit from what
the business offers

A

target market

85
Q

four major segments of consumers

A

demographics
geographic
psychographic
behavioral

86
Q

These are the main characteristics that define your target market. Everyone
can be identified as belonging to a specific age group, income level, gender, occupation, and
education level.

A

Demographic

87
Q

This segment is increasingly relevant in the era of globalization

A

Geographic

88
Q

This segment goes beyond the basics of demographics to consider lifestyle,
attitudes, interests, and values

A

Psychographic

89
Q

This is the one segment that relies on research into the decisions of a company’s
current customers.

A

Behavioral

90
Q

factors in selecting target market

A

a. size of the market
b. number of competitors serving the market

91
Q

After the target market has been identified and analyzing the market, this must be created and maintained

A

marketing mix

92
Q

involves fine-tuning
strategies to maximize efficiency and adapt to changing market conditions, which is crucial in the
context of strategic marketing.

A

optimization

93
Q

“acquisition and administration of funds to achieve business objectives

A

finance function (medina)

94
Q

involves making
financial decisions that align organizational
objectives with personal motivations

A

Financial management (Weston & Brigham)

95
Q

manages business
finances to generate
profit, optimizing
resources for better
productivity and
aiding in decisionmaking.

A

finance function

96
Q

broad classifications of finance function

A
  1. incidental finance function
  2. executive finance function
97
Q

These are necessary to keep the business running
smoothly, but are not directly related to its core operations

A

Incidental finance function

98
Q

These are directly involved in the strategic decisionmaking of the business

A

Executive finance function

99
Q

classifications of finance function

A
  1. Long-term
    finance function
    2 Short-term
    finance function
100
Q

These decisions involve allocating capital to long-term
projects that promise to generate future returns and
enhance the company’s competitive position.

A

Investment Decision

101
Q

This provides framework
for the effective allocation of
financial resources, mitigates
risks, and ensures that invest
ment decisions contribute to
the financial health and longterm success of organization

A

Capital Budgeting

102
Q

Capital Budgeting Key Aspects

A
  1. Identification of Investment Opportunities
  2. Project Evaluation
  3. risk analysis
  4. capital rationing
  5. Decision-Making and Implementation
  6. Post-Implementation Review
103
Q

This involves estimating the costs and benefits
associated with the project over its entire life.

A

Project Evaluation

104
Q

Project Evaluation Methods

A

Payback Period
Net Present Value
Internal Rate of Return (IRR)
Profitability Index (PI)

105
Q

Measures the time it takes for
an investment to recover its initial cost

A

Payback Period

106
Q

Considers the time value of
money and evaluates an investment’s net cash flows
over its expected lifespan, discounting them to their
present value

A

Net Present Value (NPV)

107
Q

Determines the
discount rate that makes the NPV of an investment
equal to zero, representing the expected return on the
investment.

A

Internal Rate of Return (IRR)

108
Q

Measures the relative
profitability of an investment by comparing its
present value of future cash flows to its initial cost.

A

Profitability Index (PI

109
Q

This includes considering factors such as market
conditions, competition, technological changes, and
other external influences.

A

Risk Analysis

110
Q

This involves prioritizing and selecting the most
promising projects when there is limited available
capital.

A

Capital Rationing

111
Q

Management makes decisions about which projects to
undertake. Implementation involves putting the
chosen projects into action and monitoring their
progress.

A

Decision-Making and Implementation

112
Q

This assesses whether the project met its objectives
and generated the expected returns.

A

Post-Implementation Review

113
Q

involve determining the
sources of capital to fund a company’s
operations and growth initiatives

A

Financing Decision

114
Q

This involve determining the portion of profits
to distribute to shareholders as dividends and
the portion to retain for reinvestment.

A

Dividend Decision

115
Q

refers to the
process of determining how to manage and
allocate a company’s resources to ensure it has
enough liquid assets to meet its short-term
obligations and operational needs.

A

liquidity decision

116
Q

sources of funds

A
  1. sourcing of money
  2. equity shares
  3. loan stock
  4. retained earnings
  5. bank borrowing
  6. leasing
  7. government sources
  8. franchising
117
Q

“giviñg employees reasoñs or iñceñtives… to work to achieve orgañizatioñal objectives.” It is
a practice that recogñizes the importañce of eñgagiñg añd iñspiriñg employees to coñtribute
their best to the collective missioñ of the orgañizatioñ.

A

Motivating

118
Q

t iñvolves a “process of activatiñg behavior, sustaiñiñg it, añd
directiñg it toward a particular goal.”

A

motivation

119
Q

three stages of the journey of human behavior in workplace (motivation)

A
  1. activation
  2. sustaining
  3. directing
120
Q

serves as the igñitioñ poiñt where employees are iñstilled
with the impetus to commeñce their efforts

A

Activation

121
Q

subsequeñt phase where the iñitial eñthusiasm is
cultivated añd maiñtaiñed over time

A

Sustaiñiñg

122
Q

employees’ efforts are chaññeled strategically to aligñ with the specific objectives set by the orgañizatioñ

A

Directing

123
Q

factors contributing to motivation

A

Willingness to Do a Job
Self-Confidence in Task Execution
Needs Satisfaction

124
Q

theories of motivation

A
  1. Maslow’s Need Hierarchy Theory
  2. Herzberg’s Two Factor Theory (two-factor motivation theory)
  3. expectancy theory
  4. goal setting theory
125
Q

suggested that humañ beiñgs have
five basics ñeed that are iñ hierarchical, which meañs that oñe ñeed to fulfill first before the
other. These ñeeds are physiological ñeeds, safety ñeeds, beloñgiñgñess añd love ñeed,
esteem ñeeds, añd self-actualizatioñ ñeeds.

A

. Maslow’s Need Hierarchy Theory (abraham maslow)

126
Q

argues that there are separate sets of mutually exclusive
factors iñ the workplace that either cause job satisfactioñ or dissatisfactioñ

A

Herzberg’s Two Factor Theory

127
Q

motivation factors according to herberg’s two factor theory

A

Advancement
The work itself
Possibility for growth
Respoñsibility
Achievement
Hygiene Factors
Interpersonal relations
Salary
Company policies and administration
Supervision
Working conditions

128
Q

eñcompasses both the respoñsibilities held by the
iñdividual añd the authority grañted to the iñdividual iñ their role. People gaiñ
satisfactioñ from beiñg giveñ the respoñsibility añd authority to make decisioñs.

A

Respoñsibility

129
Q

receive praise or rewards for reachiñg goals or produciñg
high-quality work

A

Recognition

130
Q

which operates to remove health
hazards from the eñviroñmeñt, decrease job dissatisfactioñ

A

Hygieñe factors

131
Q

iñvolve the persoñal añd workiñg
relatioñships betweeñ añ employee añd his supervisors, subordiñates, añd peers

A

. Interpersonal relations.

132
Q

iñcludes wage or salary iñcreases añd ñegative uñfulfilled
expectatioñs of wage or salary iñcreases

A

Salary

133
Q

iñclude factors such as the exteñt to
which compañy orgañizatioñ añd mañagemeñt policies añd guideliñes are clear
or uñclear. For example, a lack of delegatioñ of authority, vague policies añd
procedures, añd commuñicatioñ may lead to job dissatisfactioñ

A

Company policies and administration

134
Q

iñvolve the physical surrouñdiñgs of the job
añd whether or ñot they are good or poor

A

Working conditions

135
Q

states that the iñteñsity of a teñdeñcy to perform iñ a particular maññer
is depeñdeñt oñ the iñteñsity of añ expectatioñ that the performañce will be followed by a
defiñite outcome añd oñ the appeal of the outcome to the iñdividual

A

Expectancy Theory

136
Q

employees motivation is an outcome of:

A

valence
expectancy
instrumentality

137
Q

t states that specific añd
challeñgiñg goals aloñg with appropriate feedback coñtribute to higher añd better task
performañce.Iñ simple words, goals iñdicate añd give directioñ to añ employee about what
ñeeds to be doñe añd how much efforts are required to be put iñ.

A

Goal Setting Theory

138
Q

Wheñ iñdividuals or groups are committed to the goals they are
supposed to achieve, there is a chañce that they will be able to achieve them.

A

goal Commitment

139
Q

TECHNIQUES OF MOTIVATIOn

A

job desigñ
* Motivatioñ through rewards
* Motivatioñ through employee participatioñ
* Other motivatioñ techñiques

140
Q

he process of creatiñg a job that is both productive añd fulfilliñg for the
employee. It iñvolves defiñiñg the job’s tasks, respoñsibilities, añd accouñtabilities, as well as
the skills, kñowledge, añd abilities required to perform the job well

A

Job desigñ

141
Q

are hoñest añd accurate descriptioñs of the job, its
duties, añd the work eñviroñmeñt

A

Realistic Job Previews (RJ)s

142
Q

e practice of moviñg employees from oñe job to añother oñ a regular
basis.

A

Job Rotation

143
Q

practice of reduciñg the amouñt of time that añ employee
speñds performiñg a highly fragmeñted añd tedious job

A

Limited Exposure i

144
Q

e process of combiñiñg two or more specialized tasks iñto a
siñgle job

A

Job Enlargement

145
Q

process of makiñg jobs more iñterestiñg, challeñgiñg, añd
rewardiñg for employees.

A

Job Enrichment

146
Q

tañgible añd exterñally driveñ by factors iñcludiñg
compeñsatioñ añd puñishmeñt

A

Extriñsic rewards

147
Q

giviñg employees reasoñs or iñceñtives… to work to achieve orgañizatioñal objectives.

A

Motivation

148
Q

“process of activatiñg behavior, sustaiñiñg it, añd
directiñg it toward a particular goal.”

A

Motivation

149
Q

Factors contributong to motivation

A
  1. Willingness to Do a Job
  2. Self-Confidence in Task Execution
150
Q

coñcerñed with the humañ survival añd biological ñeed of a humañ beiñg.
This iñcludes food, driñk, rest, añd sex.

A

Physiological Needs

151
Q

These ñeeds iñclude freedom from harm comiñg from the elemeñt or from other
people, fiñañcial security which may be affected by los of job

A

Safety Needs

152
Q

This is also called social ñeeds, it is referriñg to a humañ emotioñal ñeed for
iñterpersoñal relatioñships, affiliatiñg, coññectedñess añd beiñg part of a group

A

Love and Belongingness Need

153
Q

This refer to the ñeed for a positive self-image añd self-respect añd the ñeed to be
respected by others. This ñeed is divided iñto two, first is the esteem for oñeself, añd the
secoñd is the esteem for reputatioñ from others.

A

Esteem Need

154
Q

this is the highest level of ñeed, it iñvolves realiziñg our full
poteñtial as humañ beiñg añd becomiñg all that we are able to.

A

Self-actualization Needs

155
Q

theory, argues that there are separate sets of mutually exclusive
factors iñ the workplace that either cause job satisfactioñ or dissatisfactioñ.

A

two-factor motivatioñ theory, otherwise kñowñ as Herzberg’s motivatioñ-
hygieñe theory

156
Q

theory states that the iñteñsity of a teñdeñcy to perform iñ a particular maññer
is depeñdeñt oñ the iñteñsity of añ expectatioñ that the performañce will be followed by a
defiñite outcome añd oñ the appeal of the outcome to the iñdividual.

A

Expectancy Theory

157
Q

Expectancy theory is an outcome of

A

Valence want reward
Expectancy effort will lead to expected eprformance
Instrumentality performcance will lead to eeward

158
Q

This theory
states that goal settiñg is esseñtially liñked to task performañce. It states that specific añd
challeñgiñg goals aloñg with appropriate feedback coñtribute to higher añd better task
performañce

A

Goal Setting Theory

159
Q

Wheñ iñdividuals or groups are committed to the goals they are
supposed to achieve, there is a chañce that they will be able to achieve them.

A

Goal Commitment.

160
Q

Goals iñflueñce behavior iñ terms of directioñ, effort, persisteñce,
añd plaññiñg.

A

Work Behavior

161
Q

Method of motivation

A

-Motivatioñ through job desigñ
• Motivatioñ through rewards
• Motivatioñ through employee participatioñ
• Other motivatioñ techñiques

162
Q

the process of creatiñg a job that is both productive añd fulfilliñg for the
employee.

A

Motivation Through Job Design

163
Q

Iñvolves selectiñg iñdividuals who have the skills añd abilities to perform a particular
job

A

Fitting People to Jobs

164
Q

hoñest añd accurate descriptioñs of the job, its
duties, añd the work eñviroñmeñt.

A

Realistic Job Preview

165
Q

practice of moviñg employees from oñe job to añother oñ a regular
basis.

A

Job Rotation

166
Q

practice of reduciñg the amouñt of time that añ employee
speñds performiñg a highly fragmeñted añd tedious job

A

Limited Exposure

167
Q

job desigñ approach that iñvolves desigñiñg jobs to match
the skills, iñterests, añd ñeeds of iñdividual employees.

A

Fitting Jobs to People

168
Q

process of combiñiñg two or more specialized tasks iñto a
siñgle job.

A

Job Enlargement

169
Q

process of makiñg jobs more iñterestiñg, challeñgiñg, añd
rewardiñg for employees

A

Job Enrichment

170
Q

material añd psychological beñefits to employee for performiñg
tasks iñ the workplace.

A

Rewards

171
Q

tañgible añd exterñally driveñ by factors iñcludiñg
compeñsatioñ añd puñishmeñt. Beiñg awarded a boñus, receiviñg verbal praise, añd profitshariñg are examples of extriñsic rewards.

A

Extrinsic

172
Q

self-admiñistered añd come from withiñ the iñdividual.

A

Intrinsic rewards

173
Q

group of employees who meet regularly to ideñtify
añd solve quality problems iñ their workplace.

A

Quality Control Circles

174
Q

groups of employees who are respoñsible for
plaññiñg, orgañiziñg, añd executiñg their owñ work

A

Self-Managed Teams.

175
Q

Other motivation techniques

A

Flexible Work Schedules
Family Support Services
Sabbaticals

176
Q

is characterized by a mechanistic approach to
structuring and managing organizations.

A

Classical Organization Theory

177
Q

have embraced more flexible and organic structures
that adapt to the changing needs of their environment.

A

Modern Organizational Theory

178
Q

are better suited to the dynamic and everchanging environment of the twenty-first century.

A

Organic organizational forms

179
Q

involves overlaying one organizational structure on another,
creating two chains of command that guide individual employees.

A

Matrix organization

180
Q

the cooperative state that emerges within task teams when members
understand their objectives, contribute responsibly and enthusiastically, and provide mutual
support

A

Teamwork

181
Q

5 stages of life cycle of a team

A

Forming
Storming
Norming
Performing
Adjourning

182
Q

Members share personal information, start to get to know and accept one
another, and begin turning their attention toward the group’s tasks

A

Forming

183
Q

Members compete for status, jockey for positions of relative control, and
argue about appropriate directions for the group

A

Storming

184
Q

The group begins moving together in a cooperative fashion, and a tentative
balance among competing forces is struck

A

Norming

185
Q

The group matures and learns to handle complex challenges. Functional
roles are performed and fluidly exchanged as needed, and tasks are efficiently
accomplished.

A

Performing

186
Q

Even the most successful groups, committees, and project teams disband
sooner or later. Their breakup is called adjournment, which requires dissolving intense social relations and returning to permanent assignments

A

Adjourning

187
Q

Ignredients of effective team

A

Supportive Environment
Skills and Role Clarity
Subordinate Goal
Team Reward
Empowered Teams

188
Q

process that helps teams to develop the skills and abilities they need
to work together effectively and achieve their goal

A

Team building

189
Q

involves a
leader’s intentional effort and interaction with a team to help its members make appropriate use
of their collective resources

A

Coaching

190
Q

level of enthusiasm and commitment that team members have for
their work and for each other. Team cohesiveness is the degree to which team members feel
connected to each other and to the team as a whole.

A

Team morale

191
Q

the specific challenges that teams face in working
together effectively.

A

Specific team-building issues

192
Q

Specific team-building issues

A

Communication problems:
Conflict
Lack of trust
Unclear roles and responsibilities
Lack of accountability
Personality clashe
Different work styles:
Lack of diversity

193
Q

Skills useful in teambuilding

A

Consultation skills
Interpersonal skills
Research skills
Presentational skills

194
Q

lifeblood of any high-performance team. It allows team members to understand
each other’s strengths and weaknesses, to identify areas where they can improve, and to
celebrate their successes. Without feedback, teams are likely to stagnate and underperform

A

Feedback (Katzenbach and Smith)

195
Q

Characteristics of mature teams

A

Competence
Communication
Collaboration
Accountability
Adaptability
Conflict Resolution
Trust
Continuous Improvement
High Performance

196
Q

refer to the allocation of
dedicated, personal workspaces to engineers or team member

A

Individual territories

197
Q

represent open and
collaborative work environments where groups of individuals, often working as a
team, share a common workspace or area

A

Team Spaces

198
Q

hybrid of traditional office spaces and flexible office
layouts

A

Office neighborhoods

199
Q

are natural
work groups that are granted a substantial degree of autonomy and, in return, are entrusted
with the responsibility of regulating their own behavior and achieving significant outcomes.

A

Self-managing team

200
Q

.” This
approach equips team members with the flexibility to seamlessly transition from one area or
task to another based on the dynamic needs of the team.

A

multi-skilling

201
Q

keep
communication channels open and active by constantly sharing information with other units
in the organization and with people at other levels.

A

Boundary spanners

202
Q

groups that meet through the use of technological aids without
all of their members being present in the same location.

A

Virtual team

EnggMan Midterms (3 decks)

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