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HW FSOT > Management > Flashcards

Management Flashcards

1
Q

management

A

the process of working with people and resources to accomplish organizational goals

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2
Q

planning

A

the management function of systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue.

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3
Q

organization

A

the management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals

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4
Q

leading

A

the management function that involves the managers efforts to stimulate high performance by employees

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5
Q

controlling

A

the management function of monitoring performance and making needed changes

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6
Q

Managers

A

attain goals in an efficient and effective manner through planning, organizing, leading and controlling

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7
Q

organizing activities

A

attracting people to the organization, specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources, and creating conditions so that people and things work together to achieve maximum success.

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8
Q

accountability

A

being responsible for your own actions

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9
Q

Sole Proprietorship

A

One person running the business, full personal liability

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10
Q

Partnership

A

Two or more people running the business, liability split between the owners

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11
Q

C-Corporations (Conventional)

A

Legal entity that acts and has liability, seperate from its owners

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12
Q

<p>S-Corporations
</p>

A

<p>Looks like a "C-corporation" taxed like a Partnership (personal income of owners)
</p>

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13
Q

Limited Liability Corporation (LLC)

A

Looks like a C-corporation and taxed as a personal income (Personal asset cannot be taken if bankrupt)

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14
Q

product

A

anything offered to the target market to satisfy their needs.

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15
Q

place

A

the locations where products are sold and the way they are made available to consumers. also is where conssumers can obtain the product or service

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16
Q

price

A

what customers pay and the method of payment. also can support an image of quality, service, or value in addition to spelling out cost.

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17
Q

promotion

A

the methods used to communicate information to consumers. also helps to attract new consumers by informing and persuading them.

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18
Q

target market

A

a clearly identified group of consumers with very similar needs to whom a company can sell its products.

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19
Q

marketing mix

A

a combination of marketing elements designed to meet the needs of the target market.

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20
Q

marketing

A

increased our standards of living by understanding our needs and wants and providing us with more choices and better products.

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21
Q

<p>distribution channel
</p>

A

<p>the path a product travels from product to consumer.
</p>

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22
Q

Basic Accounting Equation

A

Assets equals Liabilities plus Owner’s Equity (A=L+OE)

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23
Q

Assets

A

Resources owned by the company and used for some business purpose

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24
Q

Current Assets

A

Those assets that typically will be consumed within a year

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25
Q

Long term assets

A

Those assets that will not be consumed within a year

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26
Q

Liabilities

A

The claims that creditors have against the company

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27
Q

Current Liabilities

A

Those liabilities which will be paid within a year

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28
Q

Long term liabilities

A

Those liabilities that will not be paid off within a year

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29
Q

Owner’s Equity

A

The claim that owners (common stockholders, general partners or sole proprietors) have against the company

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30
Q

<p>Income Statement
</p>

A

<p>Identifies revenues and expenses relating to a company's business activity over a period of time, e.g., January 1, 2008 through December 31, 2008.
</p>

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31
Q

Nepotism

A

favoritism shown to relatives or close friends by those in power (as by giving them jobs)

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32
Q

middle management

A

This level of management includes department heads and district sales managers.

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33
Q

decision-making role

A

By making changes in policies or resolving conflicts in the workplace, a manager is working within his or her ____.

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34
Q

A Theory Y manager is most likely to ____.

A

assume that all workers are content with their work

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35
Q

Theory Z

A

Management theory incorporating Japanese emphasis on collective decision making and concern for employees with American emphasis on individual responsibility is ____.

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36
Q

Wheeler-Lea Act of 1938

A

This law guards against false advertising.

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37
Q

contract

A

A ____ is an agreement between two parties to carry out a transaction, such as the sale of goods from a seller to buyer.

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38
Q

Under the Americans with Disabilities Act, companies ____.

A

cannot fire or refuse to hire people because of certain disabilities and illnesses

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39
Q

Profit

A

The difference between what a business earns (revenue) and what it spends (costs) is known as ____.

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40
Q

China

A

The largest exporter in the world is ____.

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41
Q

Retrenchment

A

____ strategy is a plan to reverse negative trends in a company, such as the losses in sales.

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42
Q

Procedure

A

A detailed series of related steps or tasks written to implement a policy is called a ____.

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43
Q

corporate strategies

A

Strategies that deal with the most important aspects of the company’s operations and provide overall direction for the company are known as ____.

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44
Q

a continuous-flow operating system

A

Because production occurs continuously throughout the year, the 3-M company can best be described as using ____.

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45
Q

unity of command

A

Confusion results if a person reports to two people at once, according to ____.

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46
Q

delegate the task

A

When a task is too time consuming for a manager to handle alone, he or she may ____.

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47
Q

inside board members

A

Senior company managers who serve on the company’s board of directors are known as ____.

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48
Q

line organization

A

In a ____ authority originates at the top and moves downward in a line.

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49
Q

growth through direction state

A

The company founder is no longer solely responsible for all decision making during the ____.

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50
Q

chief executive officer

A

The person who sets the company’s objectives is the ____.

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51
Q

Informal work groups can affect ____.

A

productivity, the success of the managers, and the morale of the other employees

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52
Q

Ethics

A

Principles of right conduct and moral values

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53
Q

Integrity

A

Moral or ethical strength; the quality of being honest

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54
Q

Respect

A

The instant willingness to show consideration or appreciation

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55
Q

Self-Esteem

A

A sense of one’s own dignity or worth

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56
Q

Teamwork

A

Cooperative effort by the members of a group or team to achieve a common goal

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57
Q

acquisition

A

occurs when one business buys all or part of another business

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58
Q

benchmarking

A

the process of comparing an organization’s products or services and processes with those of another companies

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59
Q

contingency plans

A

alternative plans to be implemented if uncontrollable event occur

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60
Q

functional strategies

A

strategies developed and implemented by managers in marketing, operations, human resources, finance, and other departments

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61
Q

grand strategies

A

an overall corporate strategy for growth, stability, or turnaround and retrenchment, or for some combination of these

62
Q

growth strategies

A

strategies a company can adopt in order to grow: concentration, backward and forward integration, and related and unrelated diversification

63
Q

management by objectives (MBO)

A

the process in which managers and their employees jointly set objectives for the employees, periodically evaluate performance, and reward according to the results

64
Q

merger

A

occurs when two companies form one corporation

65
Q

objectives

A

a statement of what is to be accomplished that is expressed in singular, specific, and measurable terms with a target date

66
Q

THE IMPORTANCE OF ETHICAL LEADERSHIP

A

Management’s behavior sets the ethical tone of the firm; attitude of mgmt affects attitude of employees.

67
Q

The Principle of Rights

A

Duty-based ethical standards imply that human beings have basic rights.

68
Q

OUTCOME-BASED ETHICS

A

Utilitarianism: outcome oriented, focuses on the consequences of an action, not on the nature of the action itself or on any set of preestablished moral values or religious beliefs.

69
Q

CORPORATE SOCIAL RESPONSIBILITY

A

the idea that those who run corporations can and should act ethically and be accountable to society for their actions.

70
Q

CREATING ETHICAL CODES OF CONDUCT

A
  • Providing ethics training to employees, policies and importance of ethical conduct must be clearly communicated to the employees at the hire stage; some companies hold periodic ethics seminars during which employees can openly discuss any ethical problems they face.
71
Q

Making Ethical Business Decisions: 6 factors:

A

The law = is the action legal? If dont know find out the legality.
Rules and procedures. = Do only what is consistent with your company’s procedures and policies.
3. Values. = laws and internal company policies reinforce society’s values.
4. Conscience. = let your conscience be your guide.
5. Promises = live up to the commitments you have made to others, both inside and outside of the business.
6. Heroes = how would your hero act?

72
Q

Prime Rate

A

Non-fluctuating rate that banks use to offer short-term loans of high dollar amounts made up of several interest rates

73
Q

Extension

A

An extra amount of time granted to a party to make a payment

74
Q

Business Budget

A

A tool designed to help managers and owners monitor the profitability of their actions

75
Q

Loan

A

A purchase made with the use of borrowed money requiring a promise to pay it back on an agreed upon schedule.

76
Q

Maturity

A

The length of a loan or the date on which a financial obligation must be repaid

77
Q

Interest

A

This is the charge made by a lending institution which it uses to cover the administrative and operating costs and profit for the institution

78
Q

Collateral

A

Any asset pledged towards the loan balance in case payment cannot be made

79
Q

Banking

A

Any process of transacting business with a financial institution; depositing or withdrawing funds or requesting a loan, etc.

80
Q

Line of credit

A

A limited amount of credit they have authorized you to borrow against with your promise to pay back in the future

81
Q

Budgeting

A

A plan to control income and the advance any type of expenditures

82
Q

Investing

A

commit (money or capital) in order to gain a financial return

83
Q

Risk

A

The variability of returns from an investment

84
Q

Net Income

A

The excess of revenues minus all liabilities in a given time period.

85
Q

Balance Sheet

A

A document which shows the company assets, liabilities and owners’ investment as of a specified date

86
Q

Depreciation

A

An allowance made for a loss in value of property over a period of time.

87
Q

Philosophy

A

Statement of beliefs and values that direct behavior, clear concise manner and included in staff handbooks and annual reports.

88
Q

Policy

A

A governing plan for accomplishing goals and objectives. Explain how goals will be achieved. Define the general course and scope of activities. Serve as basis for future decisions, actions and help coordinate plans. Control performance, increase consistency of action. Implied or Expressed.

89
Q

Goals

A

____ help focus attention on what is important and are broader statements than objectives. More quantitative the ____, the more likely its achievement is to receive attention and less likely it is to be distorted. The end or outcome to be accomplished. State actions for achieving the mission and philosophy. Central to whole management process.

90
Q

Long-range or strategic planning

A

Extends 3 to 5 years into the future. Begins with in-depth analysis of internal environment’s strengths and weaknesses. Reviews external opportunities and threats so realistic goals can be set

91
Q

Short-range or operational planning

A

Done in conjunction with budgeting. Develops departmental maintenance and improvement goals for the coming year.

92
Q

Purpose of Strategic Planning

A

Leaders need vision that is realistic and feasible. The strategic vision should be clear, cohesive, consistent and flexible. Includes analysis of the agency’s internal and external environments (strengths, weaknesses, opportunities, and threats, or SWOT), capabilities, and resources

93
Q

Organizational Structure

A

Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.

94
Q

Organizational Chart

A

Is a drawing that represents every job in the organization and the formal reporting relationships between those jobs.

95
Q

Work Specialization

A

Is the way in which tasks in an organization are divided into separate jobs.

96
Q

Chain of Command

A

within an organization essentially answers the question “Who reports to whom?”

97
Q

Span of Control

A

Represents how many employees the manager is responsible for in the organization.

98
Q

Matrix Structures

A

Are a more complex form of organizational design that tries to take advantage of two types of structures at the same time.

99
Q

Restructuring

A

The process of changing an organization’s structure.

  • Has a small negative effect on task performance.
  • Has a more significant negative effect on organizational commitment.
100
Q

Three reasons nations trade

A

obtain goods they cannot produce, reflect comparative advantage, and create jobs

101
Q

Exchange Rate

A

The price of your nation’s currency is in terms of another nation’s currency

102
Q

Out-sourcing

A

transferring work to another country

103
Q

World Health Organization (WHO)

A

Purpose is to direct and coordinate international health work and their goal is to bring the highest level of health to people across the globe

104
Q

Supply

A

How much of the product there is

105
Q

Demand

A

how much the costumers want the product

106
Q

Producer

A

Maker of the item/supply

107
Q

Market

A

The Combination of suppliers and Demande for a product

108
Q

Competition

A

Two companies that are selling similar products

109
Q

franchise

A

a written contract granting permission to operate a business to sell products and services in a set way

110
Q

mission statement

A

a short, specific written statement of the reason a business exists and what it wants to achieve.

111
Q

goal

A

a precise statement of results the business expects to achieve.

112
Q

Pure Competition

A

independent and well informed buyers and sellers of the exact same product (farmers markets)

113
Q

Imperfect Competition

A

market structure that does not meet all conditions of perfect competition, three catagories: monopolistic, oligopoly & monopoly

114
Q

Monopolistic Competition

A

a type of imperfect competition such that competing producers sell products that are differentiated from one another as good but not perfect substitutes (such as from branding, quality, or location). In monopolistic competition, a firm takes the prices charged by its rivals as given and ignores the impact of its own prices on the prices of other firms.

115
Q

Oligopoly

A

very few large firms dominate the market such as coke, pepsi, GM, McDonalds

116
Q

Collusion

A

formal agreement to set prices. Sometimes illegal, but is typically secretive

117
Q

Price Fixing

A

a form of collusion, agree to charge the same prices, usually higher than the price set by competition

118
Q

Monopoly

A

one seller of a product - denies people competition and is against the law (They can typically raise prices)

119
Q

Patent

A

exclusive right to manufacture, sell or use a new invention, prevents someone from stealing and profiting from your invention

120
Q

Copyright

A

protects art and literary work, give authors exclusive right to publish, sell and reproduce their work

121
Q

Sherman Antitrust Act

A

protected trade and commerce against unlawful restraint or monopolies (1890)

122
Q

Clayton Antitrust Act

A

more specific than the Sherman Antitrust Act, gave the government more power against monopolies

123
Q

Federal Trade Commission

A

helped enforce the Clayton Act, gave the government the power to issue cease and desist orders to stop unfair business practices (1914)

124
Q

Robinson-Patman Act

A

strengthened the Clayton Act and dealt with price discrimination

125
Q

labor

A

the workforce of a business

126
Q

capital

A

artificial resource made by labor

127
Q

opportunity cost

A

the benefit lost from the next best alternative; what you have to give up, to get what you want or need the most

128
Q

methods of finance for an expanding business

A

private funds, partners/shareholders, bank loans, asset leasing and hire purchase, venture capital/business angels, merger capital, retained profits

129
Q

SWOT analysis

A 
S- strengths
W- weaknesses
O- opportunities
T- threats
strengths and weaknesses are internal factors of the company; opportunities and threats are external factors towards the company
130
Q

downsizing

A

creating a flatter organization structure normally cutting out middle management

131
Q

responsibility

A

being accountable or being able to justify an action

132
Q

authority

A

the ability to carry out a task

133
Q

job rotation

A

changing jobs or tasks from time to time

134
Q

quality control circles

A

small groups in the same work area that have scheduled meetings about problems and how to fix them

135
Q

empowerment

A

delegating more power to employees

136
Q

forecasting

A

using relative information to predict how many jobs will be needed

137
Q

Maslow’s hierarchy of needs

A

can’t have higher level, or class without the lower level; physiological needs, safety needs, feeling of love and belonging, esteem needs, self-actualization

138
Q

theory x

A

people are lazy

139
Q

theory y

A

people are internally motivated

140
Q

Herzberg’s two-factor theory

A

motivator and hygiene factors need to be met to prevent dissatisfaction

141
Q

organization behavior modification

A

positive reinforcement, negative reinforcement, punishment

142
Q

positive reinforcement

A

rewarded for good performance; something the employee likes is praised

143
Q

negative reinforcement

A

something that the employee dislikes is taken away

144
Q

fringe benefit

A

payments other than wages or salaries, other benefits

145
Q

Autocratic Leadership style

A

Making decisions without consulting anyone

146
Q

Democratic Leadership Style

A

Managers and workers cooperating as a team

147
Q

laissez-faire Leadership style

A

Lots of leeway to workers to meet goals

148
Q

OSHA

A

a government agency in the Department of Labor to maintain a safe and healthy work environment

149
Q

Affirmative Action

A

refers to policies that take factors including “race, color, religion, gender, sexual orientation or national origin” into consideration in order to benefit an underrepresented group, usually as a means to counter the effects of a history of discrimination.

150
Q

Fair Labor Standards Act (FLSA)

A

The most sweeping federal law that restricts the employment and abuse of child workers. Child labor provisions are designed to protect the educational opportunities of youth and prohibit their employment in jobs that are detrimental to their health and safety.

151
Q

Variance

A

2 definitions:
1. Permission granted by a zoning authority to a property owner to allow for a specified violation of the zoning requirements.
Variances are generally granted when compliance is impossible without rendering the property virtually unusable.
2. difference of revenues, costs, and profit from the planned amounts.
One of the most important phases of responsibility accounting is establishing standards in costs, revenues, and profit and establishing performance by comparing actual amounts with the standard amounts. The differences (variances) are calculated for each responsibility center, analyzed, and unfavorable variances are investigated for possible remedial action.

HW FSOT (10 decks)

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