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ORG MAN > LESSON 8 & 9 > Flashcards

LESSON 8 & 9 Flashcards

1
Q

It is a primary management function that involves setting the direction and goals of an organization, establishing a system that will define the activities of the organization, and formulating a plan to ensure that the system works toward achieving the goals of the organization

A

Planning

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2
Q

Possible actions that a manager can choose from in making a decision

A

Alternatives

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3
Q

Recorded data that can be presented as print material, online, content and other media

A

Documentation

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4
Q

It describes what the company wants to achieve and where it wants to go im the future

A

Vision statement

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5
Q

Types of vision statements

A

Graphic, Directional, Focused, Flexible, Feasible, Desirable, Easy to communicate (GDFFFDE)

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6
Q

It describes a company’s reason for its existence

A

Mission statement

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7
Q

Specific accomplishments or action plans that are usually attained after a long period

A

Goals

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8
Q

Refer to action plans that involve shorter periods and more measurable outputs

A

Objectives

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9
Q

Type of plan that is designed by top management such as the CEO or president

A

Strategic plans

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10
Q

Type of plans that creates specific plans for specific areas of the company

A

Tactical plans

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11
Q

Type of plans that are also specific procedures and processes made by frontline or low-level managers

A

Operational plans

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12
Q

Set of principles that guide managers in addressing a particular issue

A

Policy

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13
Q

A regulation which describes and regulates the functions of an organization

A

Rule

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14
Q

A step-by-step process in accomplishing a task or achieving an objective

A

Procedure

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15
Q

It is a special plan created for unexpected scenarios or changes

A

Contingency plan

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16
Q

It is a plan made in preparation for any kind of crisis such as industrial disasters like fire, or natural disasters like earthquakes and typhoons

A

Crisis management plan

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17
Q

What are the five steps in the planning process?

A
  1. Formulates goals and objectives
  2. Identify the courses of action
  3. Assign responsibilities
  4. Document the plan and distribute to people concerned
  5. Review the plan and adjust accordingly
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18
Q

Strategy that is comprehensive and detailed for it is the backbone of subsequent plans and are usually conducted by the CEO and other members of the top management

A

Corporate strategy

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19
Q

This strategy is concerned with building a competitive advantage for a single business unit of a diversified company

A

General business strategy

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20
Q

Is a strategy that determines a particular function or process and is formulated by middle-level management officers

A

Functional strategy

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21
Q

Is a strategy that is narrower and more focused formulated by low-level managers of frontline supervisors

A

Operational strategy

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22
Q

A type of resource that includes the capital or investment that a company needs to start and sustain the business

A

Financial resources

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23
Q

A type of resource that is considered as the company’s primary assets and are composed of employees who possess the skills and competencies needed for specific tasks and operations

A

Human resources

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24
Q

A type of resource that include the production facilities, distribution channels, and information technology systems that enable the execution of strategies

A

Physical resources

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25
Q

It isa common techniques used by groups of planners in selecting a common solution for a problem

A

Brainstorming

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26
Q

This is a highly structured method that allows members to give their own inputs based on an agenda

A

Nominal group technique

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27
Q

This is a planning technique where planning is not done bu meeting group member s but by distributing written questionnaires

A

Delphi technique

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28
Q

Excellent tool for weighing different alternatives

A

Decision tree

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29
Q

Managers use this method in evaluating alternatives in purchasing equipment,furniture, and fixtures

A

Payback method

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30
Q

Decision model that involves a logical step by step analysis of several possible contributing factors in making the decision

A

Rational/Logical decision model

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31
Q

A phenomenon wherein a manager may not be able to solve complex problems in a logical manner due to the fact that the human mind has its limits

A

Bounded rationality

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32
Q

Also known as “rules of thumb”

A

Decision heuristics

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33
Q

Decision model wherein managers usually rely on their “gut feeling”

A

Intuitive decision model

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34
Q

Decision model where once a manger decides on a solution, they will no longer look for other alternatives

A

Predisposed decision model

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35
Q

Refers to the tendency to look at situations based on subjective standards or perspectives

A

Cognitive bias

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36
Q

This type of error happens when a manager, despite their knowledge of s project’s failure, continues to acquire more resources to pursue the project instead of abandoning it

A

Escalating commitment

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37
Q

This happens when a manager holds on to their prior belief that a project will succeed even when evidence to the contratry has been provided

A

Prior hypothesis bias

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38
Q

It is the tendency to make generalizations based on a small sample or simple experience

A

Representativeness

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39
Q

It refers to the tendency to conclude that the results of onesitustion can be repeated in a similar situation

A

Reasoning by analogy

40
Q

It is a type of error that many top level managers commit when they become overconfident regarding their ability to solve problems

A

Illusion of control

41
Q

This kind of bias correlates the outcome with how a problem or decision is framed

A

Framing bias

42
Q

This error is committed when managers immediately use available resources on a project that us expected to immediately provide profit, rather than holding off and waiting for a later opportunity that will generate even greater profit

A

Availability error

43
Q

A decision model that offers a systematic way of evaluating alternatives by implementing a rational process of analyzing aspects of a situation or problem

A

Kepner-Tregoe matrix model

44
Q

Decision mode that focuses on selecting the best leadership style suited for planning and decision making

A

Vroom-Yetton-Jago decision model

45
Q

Decision model that was brought about by the application of military tactics in business situations

A

Observe-Orient-Decide-Act (OODA) decision model

46
Q

It is a social group that has well coordinated processes and activities for the purpose of achieving its objectives and is connected to the environment where it exists

A

Organization

47
Q

It is the authority given to managers that are classified and find and it clarifies the line of authority of top level, middle level, and low level management and avoid confusion among employees as to who the immediate superiors are

A

Hierarchy

48
Q

What does the organizational design and structure focus on

A

The overall design of an organizational structure focuses on three aspects: Work activities, reporting relationships, and departmental grouping options.

49
Q

It identifies the essential tasks and operations of the company, establishes effective work relationships, and divides the company into departments that will contribute toward achieving its goals and objectives

A

Organizational design

50
Q

It is the framework that shows how each component of the company relates to one another

A

Organizational structure

51
Q

It is a rigid and tightly controlled structure that resembles a bureaucracy

A

Mechanistic structure

52
Q

It’s a structure that is more flexible and highly adaptable and it is the centralized and less formal

A

Organic structure

53
Q

It refers to the way jobs are divided into steps or individual tasks

A

Work specialization

54
Q

Refers to the grouping of similar functions, jobs, and tasks into departments

A

Departmentalization

55
Q

A type of the Departmentalization where personal and tasks related to a single company operation are grouped together

A

Departmentalization may be functional

56
Q

Type of departmentalization by groups personal and resources based on product, service, process, geographic location, or customer

A

Divisional departmentalization

57
Q

It indicates the communication and relationship between employees and managers

A

Chain of command

58
Q

It’s the right inherent in the managerial position to give directions or tell people what to do and expect them to undertake it

A

Authority

59
Q

Is this the obligation to perform duties assigned to an employee

A

Responsibility

60
Q

It refers to the number of employees and managers can effectively and efficiently manage

A

Span of control

61
Q

Refers to the extent authority in decision making is given to a small group of people in the organization

A

Degree of centralization

62
Q

Occurs when major decisions are made by the top management and the decisions and actions of lower management and employees must have approval from the top

A

Centralization

63
Q

It occurs when lower management is allowed to make important decisions, and it is applicable to companies that are widely dispersed in several areas, or with businesses that encounter uncertain business environments

A

Decentralization

64
Q

What is the process of standardizing jobs in establishing rules and guidelines that guide employees

A

Formalization

65
Q

It is the most basic structure and it is applicable to small businesses were majority of the power and decision making rests on the owner

A

Simple organizational structure

66
Q

It organizes the company by grouping together similar functions in two departments

A

Functional

67
Q

Where employees follow the chain of command and top managers delegate tasks the lower level managers and employees

A

Vertical hierarchy

68
Q

It emphasizes hierarchy and specialization among departments

A

Functional organizational structure

69
Q

This design organizes a company in the divisions that corresponds to certain products or services

A

Divisional grouping

70
Q

This organizational structure allows employees in each division to concentrate on their own divisions performance

A

Divisional organizational structure

71
Q

This design combines both the functional and divisional structures in organizing a company

A

Multi-focused grouping

72
Q

It is an example of a Multi-focused grouping design

A

Matrix structure

73
Q

It’s a matrix that organizes the company in the way that gives functional managers primary authority

A

Functional matrix

74
Q

It’s a matrix that assigns greater authority to the product managers

A

Product matrix

75
Q

This structure is often used in larger companies and set up as a grid where employees have dual reporting relationships

A

Matrix organizational structure

76
Q

It’s a grouping that illuminates the complexities of hierarchies and division

A

Horizontal grouping

77
Q

A structure that promotes flexibility and quick response to changes

A

Horizontal structure

78
Q

A team based organizational structure that organizes employees into teams whose members perform various functions

A

Horizontal design

79
Q

Organizational design that takes advantage of the latest advances in information and communication technology

A

Virtual network grouping

80
Q

This organizational structure hires only a few employees which amounts to a lesser costs for salaries and benefits

A

Network organizational structure

81
Q

What does EMDPIM stand for

A

1.) Entrepreneurial organization
2.) Machine organization
3.) Diversified organization
4.) Professional organization
5.) Innovative organization
6.) Missionary organization

82
Q

Who expanded the identification of classifications of organizations

A

Henry Mintzberg

83
Q

Who propose the Bureaucracy organization theory

A

Max weber

84
Q

This organization theory emphasize a formal rigid structure and legitimate authority in organization

A

Bureaucracy

85
Q

Who is the proponent of the scientific management organization theory

A

Frederick Taylor

86
Q

What did the scientific management and organizational theory help with

A

This theory made improvements in industrial engineering, particularly with time in patient studies

87
Q

Who are the proponents of the systems theory

A

Karl Ludwig von Bertalanffy and Kenneth Boulding

88
Q

What does the systems theory say

A

Is emphasizes that a system is a collection of parts that I coordinated in accomplishing a particular goal

89
Q

This theory recognizes that that was the single best way of managing an organization

A

Contingency theory

90
Q

Refers to the allocation of tasks to employees

A

Simple delegation

91
Q

Delegation that allow subordinates to do tasks or responsibilities outside of the regular work, enabling them to exercise a certain level of authority be on their position

A

Delegation of authority

92
Q

It is the act of making employees accountable for their own actions

A

Empowerment

93
Q

Structure of an organization that rests on authority and responsibility

A

Formal organization

94
Q

Structure of an organization that is defined as informal and buy the personal relationships established among employees

A

Informal organization

95
Q

It is the variation or differences in certain characteristics of things or people

A

Diversity

96
Q

Too much rigidity or excessive conformity the rules and regulation that paralyzes decision making an action in the organization

A

“Red tape”

ORG MAN (3 decks)

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