Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MANAGEMENT > FSOT > Flashcards

FSOT Flashcards

1
Q

Performance Objectives

A

established quality and time goals for accomplishments of task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Delegation

A

Distribution of responsibility and authority to subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Decision Making Process

A 
Identify the Problem
Note criteria related to the problem
Generate Options to solve problem
Make a decision
Receive feedback
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Individual Decision Making

A

Depends on a number of different factors, some enhance decision making while other are obstacles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Risk Tolerance

A

Degree to which a manager can afford to make a risky decision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Cognitive Dissonance

A

Difference between the situation as it is and the manager’s perception of the situation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Directive Decision Maker

A

Assembles important information but emphasizes the necessity of making a quick decision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Conceptual Decision Maker

A

Tends to create a mental model of the situation and then to base his or her decisions on this mode’s predictions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Behavorial Decision Making

A

Concentrates on the effects of the decisions on other people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Managerial Decision Making

A

Increase information leads to better decisions
Bring creativity , experience and knowledge to the process of decision making
Attempt to minimize risk

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Analytical Decision Makers

A

Take a rational, measured approach that relies on receiving as much information as possible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Intuitive Decision Making

A

A Decision is based on his or her beliefs or emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Systematic Decision Making Model

A

Decision maker uses all of the available data to select the most logical option
Best for programmed decisions
Very little risk

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Administrative Decision Model

A

Perfect information is never available and no person is perfect analysis
Better for complex issues

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Political Decision

A

Primary determinant is the anticipated reaction from those affected by the decision
Best for decisions that need to create consensus and minimize conflict
Good for decisions involving large stakeholders and ambiguous information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Availability Heuristic

A

Relying on memory rather than available information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Representative Heuristic

A

use of similar precedents to determine a decision

rather than attention to facts as they are

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

PDCA Cycle

A

Plan, Do, Check, Act

4 Step Process planning cycle
Identifies needed quality improvement changes
Tests changes in small sample
Employees determine success
Can lead to larger implementation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Strategic Planning Process

A

1) Identify purpose of organization
2) Determine Goals/Objectives for long/short term
3) Perform detailed analysis of business environment
4) Create Strategy for departments & Organization as a whole
5) Implement plan and review outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

SWOT Analysis

A

Strength, Weakness, Opportunity & Threat

Used for assessing current health of a business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Recruitment

A

Use of recruitment tactics to attract job applicants and manage their personnel neads

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Hiring Process

A

1) Preliminary Screening: interviewing or phone call
2) In Person interview
3) Reference/Drug Test

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Workplace Compensation

A

compensation is not solely financial and can included vacation days, use of company resources, insurance and indirect financial compensation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Differential Piece Rate Payment

A

employer pays one rate for a low level of production and higher rate as incentive for greater production

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Production Bonus System

A

employee is given a flat rate payment and bonus whenever their production is greater than a certain amount

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Workplace Benefits

A

US Mandates companies pay unemployment insurance, Social Security and workers’ compensation benefits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Cafeteria or Flexible Benefit Plan

A

Employees agree to set aside a portion of their they will spend on things like insurance

Money not entered into yearly income (ie not taxed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Workplace Training and Development

A

Benefits of continuously training and improving skills of employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Training

A

Learning how to perform a job for the first time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Development

A

learning how to perform an existing job better

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Job Analysis

A

list of all the activities associated with a particular job and the skills required to perform them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Job Design

A

Construction of professional role with aim of increasing employee satisfaction and efficiency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Job Redesign

A

Refinement of an already existing job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Job Enrichment

A

Aims at tackling issues such as; feeling under appreciated, lack of responsibility, not growing professionally that may cause employee to leave job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Steps in increase Job Enrichment

A

1) Skill variety: giving broader range of tasks to complete
2) Task Identity: In charge of task from inception to completion
3) Task Significance: increasing consequential taks
4) Autonomy: given more freedom
5) Feedback: response to their work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Evaluating Work Performance

A

Detail the strengths and weaknesses of an employee’s work

Determine employee placement, compensation and training

37
Q

Personality Traits

A

which an employee will take responsibility for himself

1) Extraversion
2) Emotional Stability
3) Openness to new experience
4) Conscientiousness
5) Agreeableness

38
Q

Selective Perception

A

conscious or unconscious removal of information that conflicts with a person’s values or belief system

39
Q

Stereotyping

A

Assumption about some other person based upon their gender, ethnicity, religion etc

40
Q

Priming

A

Excessive emphasis on first impression

41
Q

Recency

A

excessive emphasis on most recent impression

42
Q

Halo Effect

A

Excessive emphasis on one trait of a person/situation

43
Q

Leadership

A

Development of an organization vision, as well as day to day guidance that encourages team to work toward that vision

44
Q

Strategic Leadership

A

concerned with creating a climate of motivation and optimism in a company

45
Q

James Kouzes and Barry Posner

A

List the important behaviours in a leader

1) Question conventional beliefs and techniques
2) Inspire others to collective action
3) Provide subordinates with information and autonomy
4) Model organization off of their own behavior
5) Reward and appreciate their subordinates

46
Q

Legitimate Power

A

Authority of a manger to issue commands to subordinate

47
Q

Reward Power

A

authority of a manager to offer and distribute incentives

48
Q

Coercive Power

A

authority of a manager to discipline and punish subordiantes

49
Q

Referent Power

A

authority of a manger that derives from his or her charisma, style and other personal qualities

50
Q

Expert Power

A

authority of a manager that derives from his or her exceptional training or knowledge for a certain subject

51
Q

Fair Labor Standards Act (1938)

A

Divided employees into exempt, who could not receive overtime pay and non exempt who could

52
Q

Equal Pay Act (1963)

A

Outlawed pay discrimination based on gender

53
Q

Civil Rights Act (1964)

A

Outlawed employment discrimination based on race, sex, ethnicity, nationality or religion
Title VII- outlawed discrimination in recruiting, hiring, termination, promotion, compensation and training

54
Q

Age Discrimination in Employment Act (1967)

A

Outlawed employment discrimination against those over 40 and limited mandatory training

55
Q

Vocational Rehabilitation Act (1973)

A

Enforce affirmative action for federal employers and contractors with respect for mandatory retirement

56
Q

Americans with Disability Act (1990)

A

Outlawed employment discrimination against the disabled; definition of disability expanded to include cancer patients in remission, those affected with AIDs, alcoholics and drug abusers

57
Q

Civil Rights Act (1991)

A

Strengthened anti discriminatory legislation and redefined punishments for violators

58
Q

Family Medical Leave Act (1991)

A

Asserted that employees with medical or family needs should receive twelve weeks unpaid leave without threat of termination

59
Q

Occupational Safety and Health Act (OHSA)

A

Asserts rules for workplace safety, as for instance mandatory onsite inspections and record-keeping related to deaths and injuries

60
Q

National Labour Relations Act/Wagner Act (1935)

A

legalized labor unions, outlawed several employer practices related to labor and created the national labor relations board

61
Q

Taft-Hartley Act (1947)

A

Labor-Management Relations Act: protected management by outlawing some labour union practices, allowing workers to decertify their union and reinforced free speech

62
Q

Labor Management Report and Disclosure ACT/ Landrum-Griffin Act (1959)

A

Created a bill of rights for union members, including union reporting requirements and control over union dues

63
Q

Naturalistic Observation

A

Pschologists observe people and their natural behavior without interfering

64
Q

Survey Method

A

Surveys are distributed among a wide range of people and the answers are correlated

65
Q

Case Studies

A

Specific individuals or groups are studied in depth over a period of time

66
Q

Experimental Method

A

Involves experimental and control groups and use of specific experiments to prove or disprove a theory

67
Q

Correlational design

A

Is concerned with relationships between variables, such as whether one factor causes or influences another

68
Q

Johannes P. Muller & Herman L.F. Von Hemholtz

A

Conducted scientific and organized studies of sensations and perceptions
Possible to study actual physical processes that work to produce mental activity

69
Q

William James & William Wundt

A

First psychology laboratory and psychological journal
Separated psychology from philosophy
Introspection grew from their work

70
Q

Sigmund Freud

A

Subconscious to hold numerous repressed experiences and feeling that drove behavior without the individual being aware of it

These subconscious motivators could lead to severe personality problems and disorders

71
Q

Freuds Psychoanalytic Theory

A

Proposed three major components to an individual’s psychological make up

Id- driven by instinct and basic drives
Ego- Most conscious and producing self-awareness
Superego- Strives for perfection and appropriate behavior

72
Q

Carl Jung

A

Developed theories regarding the workings of the human mind in regards to extroversion and introversion

proposed existence of the collective unconscious and the occurrence of synchronicity

73
Q

Ivan Pavlop & S.F. Skinner

A

Built on theories of John B. Watson who developed idea of behavioursim

Believed environment influenced individual behaviour

Proved existence of conditioned responses
Pavlov’s dogs experiment

74
Q

Gestalt Psychology

A

developed by Max Wertheimer where events are not considered individually but as a larger pattern

75
Q

Social Psychology

A

Study of how social conditions affect individuals

76
Q

Nativism

A

Theory that states that there is a certain body of knowledge all people are born with

77
Q

Empiricism

A

Theorizes that all knowledge is acquired through life experiences, impressing inself on a mind that are blank from the time of birth

78
Q

Behaviorism

A

Theory based on growth, learning, and training would always win out over any possible inborn tendencies

Any person could learn to perform any type of craft with sufficient training

79
Q

Divisions of human Life Span

A

1) Infancy & Childhood: most rapid period of human development (experiencing the world)
2) Adolescence: represents the shift from childhood to adulthood
3) Adulthood: Individuals take on new accountability, become self sufficient, form their own families and social networks
4) Old age: Priorities shift again as children become adults and no longer require support or supervision

80
Q

Types of Learning

A

Learning as a permanent change in behavior. Classified by

1) Classical Conditioning
2) Operant Conditioning
3) Social Learning

81
Q

Classical conditioning

A

learning process in which a specific stimulus is associated with a specific response over time

82
Q

Operant conditioning

A

learning process in which behavior is punished or rewarded leading to desired long term behavior

83
Q

Social Learning

A

learning based on observation of others and modeling others’ behaviors

84
Q

Factors of Social Psychology

A

Social Psychology states the ways in which people interact as well as why and who they decide to interaction with. Factors are

1) Social Perception
2) Personal Relationships
3) Group Behavior
4) Attitudes

85
Q

Social Perception

A

how we perceive others and their behavior as we make judgments based on our own experiences and prejudices

86
Q

Personal Relationships

A

close relationships developed among people for various reasons including the desire to reproduce and form a family unit

87
Q

Group Behavior

A

People gather into groups with similar beliefs, needs or other characteristics

88
Q

Attitudes

A

Individual attitudes toward others develop over time based on individual history experience, knowled and other factors

MANAGEMENT (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions