Midterm: Ch: 6-9 Flashcards
Management
Process used to accomplish organizational goals through planning, leadership, and organizational research.
Vision
An encompassing explanation of why a corporation exists and where it is trying to head.
Mission Statement
An outline of the fundamental purposes of an organization.
Ex: Self concept, philosophy, long term survival needs, social responsibility, exc
Goals
Broad long term accomplishments an organization wishes to obtain
SWOT Analysis
A planning tool used to analyze an organizations strengths, weaknesses, opportunities, and threats.
Top management
Highest level of management (President, CEO, COO, CFO)
Make strategic plans.
Supervising/First Line Management
Managers who are directly responsible for supervising workers and evaluating performance.
Middle Management
The level of management that includes general managers and division managers. Responsible for tactical planning.
Strategic Planning
Process of determining major goals of the organization and the policies and strategies for obtaining and using resources to achieve these goals.
Tactical Planning
The process of developing detailed short term statements about what is to be done, who is to do it, and how it is to be done.
Operational Planning
The process of setting work standards and scheduled necessary to implement company’s tactical objectives.
Contingency Planning
Process of preparing alternative course of action for when first objective plan fails.
Fayol’s Concept
Principles of Organization Unity of Command (one boss) Hierarchy of Authority (known manager) Division of Labor (division by specialization) General interest (workers thing of themselves as a team) Authority Degree of Centralization Clear communication Order Equity to peers Pride for firm (Esprit de corps)
Weber’s Concept
Organizational Theory Included Job descriptions Written rules, guidelines, and records Consistent procedures, regulations, and policies Promotion based on qualifications
In favor of bureaucracy
Chain of Command
Line of authority that moves from the top to of a hierarchy to the lowest level.
Centralized/Corporate Authority
An organizational structure in which decision making authority is maintained at the top level of management at the company headquarters.
Decentralized Authority
An organizational structure in which decision making authority is relegated to lower level managers more familiar with local decisions than HQ management could.
Span of Control
Optimum number of subordinates a manager supervised or should supervise.
Tall Organizational Structure
An organizational structure in which the pyramidal organizational chart would be y’all because of the various levels of management.
(Like Sonneburn and Corporate authority)
Flat Organizational Structure
Has few layers of management and a broad span of control.
Younger businesses, more entrepreneurial
Line Organization
Has direct two way lines of responsibility, authority, and communication running from top to bottom with all people reporting to one supervisor.
Line Personnel
Employees who are part of the chain of command that is responsible for achieving organizational goals.
Staff Personnel
Employees who advise and assist the line personnel in meeting their goals.
Matrix Organization
Specialists from different parts of the organization are brought together to work in specific projects but still remain part of a line and staff Structure
Cross Functional Self Managed Teams
Groups of employees from different departments who work together on a long term basis.
Production
Creation or finished goods and services using the factors of production: land, labor, capital, entrepreneurship, and knowledge.
Production Management
Term used to describe all activities managers do to help their firms create goods.
Computer Aided Design (CAD)
The use of computers in the design of products.
Computer Aided Manufacturing (CAM)
Computers in the manufacturing of products.
Computer Integrated Manufacturing (CIM)
Uniting CAD and CAM
Continuous Process
A production process in which long run production turns out finished goods over time.
(not based on orders)
Intermittent Process
Production process in which the production run is short and machines are replaced frequently to make different products.
Operations Management
Specialized area in management that converts or transforms resources into goods and services.
PERT
Program evaluation and review technique
Method for analyzing the tasks involved in a project, estimating the time needed to complete each task, and identifying the minimum time needed to complete a total project.
Mcgregor’s Theory X
The average person dislikes work and will avoid it. Workers must be forced, controlled, or threatened. Worker wants to avoid responsibility and has little ambition. Primary focus is fear.
Mcgregors Theory Y
Most people naturally like work especially to committed goals. Commitment is relative to perceived rewards. People will seek responsibility and will intuitively solve problems. Primary focus is rewards.
Ouchi’s Theory Z
Employees are looking for long term employment, collective decision making, slow promotions,and holistic concern for their well being.
Expectancy Theory
Victor Vroom’s theory that the amount of effort employees exert in a specific task depends on their expectations of the outcome.
Equity Theory
The idea that enlisted ref to maintain equity between inputs and outputs compared to others in similar positions.
Job Enrichment
A motivational strategy that emphasizes motivating the worker through the job itself.
Job Enlargement
A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.
Job Rotation
A job enrichment strategy that involves moving employees from one job to another.
5 Characteristics of Work Motivation
1) Skill variety
2) Task Identity (visible outcome)
3) Task Significance (degree to substantial impact)
4) Autonomy (degree of freedom)
5) Feedback (Clear direct job performance reviews)
Maslow’s Hierarchy of Needs
1) Physiological
2) Safety
3) Social
4) Esteem
5) Self actualization
