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EnggMan Midterms > Midterms > Flashcards

Midterms Flashcards

1
Q

Output of planning

A

Plan

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2
Q

Provides methodical way of achieving desired results

A

Plan

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3
Q

Management function that involves anticipating future trends and determining best strategies

A

Planning (Nickels)

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4
Q

selection and sequential ordering of tasks to achieve organizational goal

A

Planning (Aldag and Stearns)

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5
Q

Deciding what will be done, who will do it, when, where, and how will it be done and standards to which it will be done

A

Planning (Cole and Hamilton)

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6
Q

Various levels of planning

A
  1. Top- Strategic Planning
  2. Middle- Intermediate Planning
  3. Lower- Operational Planning
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7
Q

Process of determining the major goals of the organization and the policies and strategies

A

Strategic planning

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8
Q

Output of strategic planning

A

Strategic plan

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9
Q

Decision about long-range goals and course of action

A

Strategic plan

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10
Q

Process of determining contributions of subunits with allocated resources

A

Intermediate planning

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11
Q

Process of determining how specific tasks can be accomplished

A

Operational planning

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12
Q

4 Planning process by Medina

A
  1. Setting organizational, divisional, or unit goals
  2. Developing strategies and tactics to reach those goals
  3. Determining resources
  4. Setting standards
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13
Q

First task of the engineer manager

A

Provide sense of direction

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14
Q

Precise statement of results sought, quantified in time and magnitude

A

Goals

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15
Q

Planning horizon of top managment level

A

1-10 years, CEO, President, VP, General manager, division head

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16
Q

Planning horizon of middle management level

A

6 months-2 years, functional managers, product line managers, department heads

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17
Q

Planning horizon of lower management level

A

1 week- 1 year, unit managers, first line supervisors

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18
Q

Characteristics of Goals

A
  1. Specific
  2. Measurable
  3. Agreed
  4. Realistic
  5. Time-based
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19
Q

Ways to realize the goals, concern of the top management

A

Strategies

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20
Q

Course of action aimed at ensuring that the goals of the organization will achieve its objectives

A

Strategies

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21
Q

Short term action taken by management to negative internal and external influences

A

Tactic

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22
Q

Where is the decision about short term goals indicated

A

Tactical plan

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23
Q

To satisfy strategic requirements, a general statement of needed ____ will suffice

A

Resources

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24
Q

Quantitative or qualitative measuring device designed to help monitor the performance of people, capital, and goods

A

Standards

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25
Q

Types of plans according to functional areas

A
  1. Financial
  2. Human resource management
  3. Marketing
  4. Production
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26
Q

Written document or blueprint for implementing and controlling organization’s marketing activities

A

Marketing Plan

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27
Q

States the quantity of outputs the company must produce

A

Production plan

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28
Q

Summarizes the current financial situation of the firm

A

Financial plan

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29
Q

Indicates human resource needs of the company

A

Human resource management plan

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30
Q

Types of planning based on time-horizon

A
  1. Long-range plans
  2. Short-range plans
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31
Q

Plans intended to cover less than one year, first line supervisors

A

Short-range plans

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32
Q

Plans covering a time span of more than one year, middle and top management

A

Long-range plans

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33
Q

Plans according to frequency of use

A
  1. Standing plans
  2. Single-use plans
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34
Q

Types of standing plans

A
  1. Policies
  2. Procedure
  3. Rules
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35
Q

Plans that are used again and again

A

Standing plans

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36
Q

Broad regulation to aid managers at every level

A

Policies

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37
Q

Plans that describe the exact series of actions to be taken

A

Procedures

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38
Q

Statement that either require or forbid an action

A

Rules

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39
Q

Types of single-use plans

A
  1. Budgets
  2. Programs
  3. Projects
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40
Q

Projected expenditure and where the funds will come from

A

Budget

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41
Q

Designed to coordinate a large set of activities

A

Program

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42
Q

More limited in scope than a program

A

Project

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43
Q

Contents of Marketing Plan

A
  1. The Executive Summary
  2. Table of Contents
  3. Situational analysis and target market
  4. Market objectives and goods
  5. Marketing strategies
  6. Marketing tactics
  7. Schedules and budgets
  8. Financial data and control
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44
Q

Contents of production plan

A
  1. Capacity of the company
  2. No. Of employees required
  3. How much material must be purchased
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45
Q

Contents of financial plan

A
  1. Analysis of the firm’s current financial condition
  2. Sales forecast
  3. Cash budget
  4. Capital budget
  5. Set of pro-forma financial statements
  6. External financing plan
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46
Q

Contents of HRM plan

A
  1. Personnel requirements
  2. Plans for Recruitment and selection
  3. Training plan
  4. Retirement plan
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47
Q

Parts of strategic plan

A
  1. Company or corporate mission
  2. Objectives or goals
  3. Strategies
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48
Q

How to make planning effectivr

A
  1. Recognize planning barriers
  2. Use of aids to planning
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49
Q

Focus on results, imperative verbs

A

Specific

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50
Q

Results are assessable qualitatively or quantitatively

A

Measurable

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51
Q

Employees discuss proposed objectives and come to an agreement

A

Agreed

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52
Q

Goals should cover areas within control of the employee

A

Realistic

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53
Q

Each goal has a completion date

A

Time-based

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54
Q

How to develop a good strategy

A
  1. Give overall direction
  2. Fit resources and opportunities
  3. Minimize resistance and barriers
  4. Reach those affected
  5. Advance the mission
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55
Q

A strategy should point out the overall path without dictating a particular narrow approach

A

Give overall direction

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56
Q

A good strategy takes advantage of current resources and assets

A

Fit resources and opportunities

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57
Q

Strategies need not provide a reason for opponents to attack the initiative.

A

Minimize resistance and barriers

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58
Q

Strategies must connect the intervention with those who it should benefit

A

Reach those affected

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59
Q

Strategies likely to make a difference

A

Advance the mission

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60
Q

Guidelines that describe the quality, performance, safety, etc

A

Standards

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61
Q

8 steps planning process by Toppr

A
  1. Recognizing need for action
  2. Setting objectives
  3. Developing premises
  4. Identifying alternatives
  5. Examining alternate course of action
  6. Selecting alternatives
  7. Formulating a supporting plan
  8. Implantation of the plan
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62
Q

Involves analyzing competitions, opportunities, threats as well as strengths and weaknesses of the organization

A

Strategic planning

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63
Q

Develop relatively concrete and specific means to implement the strategic plan

A

Tactical Planning

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64
Q

Develop specific action steps that support Strategic and tactical plans

A

Operational Planning

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65
Q

Helps top management to find the plan’s central points quickly, describes the target market and company’s position in it

A

Executive Summary

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66
Q

Includes market description that defines the market, chief market segments

A

Situational analysis and target market

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67
Q

A section on _____ identifies big competitors and their individual strategies

A

Competition

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68
Q

A section in _____ describes recent sales trends and development

A

Distribution

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69
Q

This section draws from the market audit, brief list of the critical success factors

A

SWOT Analysis

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70
Q

Meaning of SWOT

A

Strengths
Weaknesses
Opportunities
Threats

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71
Q

Marketing logic by which the business unit hopes to achieve its marketing objectives

A

Marketing strategy

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72
Q

Outline specific strategies for such marketing mix elements in each target market

A

Marketing tactics

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73
Q

Mix elements in each target market

A
  1. New products
  2. Field sales
  3. Advertising
  4. Sales promotion
  5. Prices and distribution
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74
Q

Basis for materials buying, production, scheduling

A

Budget

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75
Q

Explains who is responsible for each particular function, when specific tasks are to be accomplished, targets for sales and profits and the like

A

Production plan

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76
Q

Determine the amount of capital needed to support the plan

A

Financial plan

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77
Q

Management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals

A

Leading

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78
Q

Actions and behaviors of an individual or group that guide, influence, or direct others towards a goal

A

Leading

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79
Q

Seen as an ongoing, dynamic process that involves not just individuals but also the culture, values, and strategies of an organization

A

Leadership

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80
Q

They inspire and motivate their teams

A

Good leaders

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81
Q

Process of influencing and supporting others to work enthusiastically toward achieving objectives

A

Leadership

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82
Q

Bases of power of leaders

A
  1. Legitimate power
  2. Reward power
  3. Coercive power
  4. Referent power
  5. Expert power
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83
Q

A person who occupies a higher position has __________ over persons in lower position

A

Legitimate power

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84
Q

When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have ___________.

A

Reward power

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85
Q

Classifications of reward

A
  1. Material
  2. Psychic
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86
Q

Money or other tangible benefits

A

Material reward

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87
Q

Recognition, praises, etc.

A

Psychic reward

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88
Q

When a person compels another to comply with orders through threats or punishment, he is said to possess _______.

A

Coercive power

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89
Q

When a person can get compliance from another because the latter would want to be identified with the former, that person is said to have ________.

A

Referent power

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90
Q

Experts provide specialized information regarding their specific lines of expertise.

A

Expert

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91
Q

Those who are willing to accept responsibility, possess vigor, initiative, persistence, and health.

A

People with drive

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92
Q

Very crucial leadership trait because of the probability of failure in every attempt to attain particular goals

A

Drive

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93
Q

Leaders with _______ will have extra effort on hand that they can use whenever needed.

A

Desire to lead

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94
Q

A leader who lacks __________ will have a hard time convincing his subordinates about the importance of completing various tasks.

A

Personal integrity

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95
Q

Honesty, honor, incorruptibility, rectitude, righteousness, uprightness, and other similar values

A

Integrity

96
Q

This is needed for the moves that will produce needed outputs to be continuous and accurate.

A

Self-confidence

97
Q

Desirable trait that a leader can use to tide him over many challenging aspects of leadership.

A

Ability to analyze

98
Q

This knowledge forms the foundation for informed decision-making, strategic planning, ability to guide their unit toward success in rapidly evolving business landscape

A

Knowledge of the company, industry, or technology

99
Q

When a person has sufficient personal magnetism that leads people to follow his directives, this person is said to have ______.

A

Charisma

100
Q

Ability to combine existing data, experience, and preconditions from various sources in such a way that the result will be subjectively regarded as new valuable, and innovative

A

Creativity

101
Q

A leader who allows one to adapt a different method from another person’s method as long as the required outputs are produced is said to be ______

A

Flexible

102
Q

Traits of an effective leader

A
  1. Personal Drive
  2. Desire to lead
  3. Personal integrity
  4. Self-confidence
  5. Analytical ability or judgement
  6. Knowledge of the company, industry, or technology
  7. Charisma
  8. Creativity
  9. Flexibility
103
Q

Specialized knowledge needed to perform a job

A

Technical skill

104
Q

Ability of a leader to deal with people, both inside and outside the organization

A

Human skills

105
Q

Ability to think in abstract terms, to see how parts fit together to form the whole

A

Conceptual skills

106
Q

Ability to communicate clearly, persuasively, and empathetically

A

Communication skills

107
Q

Ability of the leader to exert force on another

A

Power

108
Q

This can be gained from the rules, structures, and systems of an organization

A

Positional power sources

109
Q

People who receive special attention tend to do a better job, in which the attention can be in the form of psychic rewards

A

Hawthorne effect

110
Q

Based on the ability to control the flow of information that is needed to get things done

A

Informational power

111
Q

Having _____ is power itself.

A

Information

112
Q

Having access to confidential information that other’s don’t know

A

Information asymmetry

113
Q

This can be gained from the ability of a leader to form alliances, and strong relationships

A

Personal power sources

114
Q

Pattern of behavior that is unique and different from other patterns

A

Leadership style

115
Q

Classification of leadership styles

A
  1. According to the ways leaders approach people to motivate them
  2. According to the ways the leader uses power
  3. According to the leader’s orientation towards task and people
116
Q

Ways leader approach people

A
  1. Positive leadership
  2. Negative leadership
117
Q

When the leader’s approach emphasizes rewards

A

Positive leadership

118
Q

When punishment is emphasized by the leader

A

Negative leadership

119
Q

Ways leader uses power

A
  1. Autocratic
  2. Participative
  3. Free-rein
120
Q

Leaders who make decisions themselves, without consulting subordinates

A

Autocratic leaders

121
Q

Effective style for emergencies and when absolute followership is needed

A

Autocratic leadership

122
Q

When a leader openly invites his subordinates to participate or share in decisions, policymaking, and operation methods, he is said to be ________

A

Participative leader

123
Q

Another name for participative leadership

A

Democratic leadership

124
Q

Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives

A

Free-rein leaders or laissez-faire leaders

125
Q

Leader’s orientation towards people and tasks

A
  1. Employee orientation
  2. Task orientation
126
Q

A leader is said to be _________ when he considers employees as human beings

A

Employee-oriented

127
Q

A leader is said to be ________ if he places stress on production and technical aspects of the job

A

task-oriented

128
Q

Other leadership models

A

Authoritarian, Country Club, Bureaucratic

129
Q

Leadership style that stresses on personal dominance, strong centralized authority and control over subordinates

A

Authoritarian leadership

130
Q

Similar to people-oriented leadership for the leader focus on people and relationships and but had little to no focus on output and performance

A

Country club leadership

131
Q

System of management that follows a hierarchy where official duties are fixed

A

Bureaucratic leadership

132
Q

Effort to determine through research which managerial practices and techniques are appropriate in specific situations

A

Contingency approach

133
Q

Various contingency approach

A
  1. Fiedler’s Contingency model
  2. Hersey and Blanchard’s situational leadership model
  3. Path-goal model of leadership
  4. Vroom’s decision-making model
134
Q

Leadership is effective when the leader’s style is appropriate to the situation

A

Fred Fiedler

135
Q

States that three important factors contribute to “situational favorableness”

A

Fiedler’s Contingency model

136
Q

Three principal factors of situational characteristics in fiedler’s Contingency model

A
  1. Relations between leaders and followers
  2. Structure of the task
  3. Power inherent in the leader’s position
137
Q

The most essential aspect influencing the choice of a style is the development level of subordinates.
The best option for leaders is to adapt their leadership styles to fit their team members and individual abilities

A

Hersey and Blanchard’s situational leadership model

138
Q

Components of maturity

A
  1. Job skills and knowledge
  2. Psychological maturity
139
Q

Leadership styles appropriate for the various maturity level of subordinates

A
  1. Directing (Telling)
  2. Coaching (Selling)
  3. Supporting (Participating)
  4. Delagating
140
Q

It is for people who lack competence but are enthusiastic

A

Directing/Telling

141
Q

This is for people who have some competence but lack commitment

A

Coaching/Selling

142
Q

It is for people who have competence but lack confidence

A

Supporting/Participating

143
Q

It is for people who have both competence and commitment

A

Delegating

144
Q

Primarily concerned with identifying processes that will allow each team member to meet their individual objectives

A

Path-goal model of leadership

145
Q

Leadership styles in path-goal model

A
  1. Directive leadership
  2. Supportive leadership
  3. Participative leadership
  4. Achievement-oriented leadership
146
Q

Where the leader focuses on clear task assignments

A

Directive leadership

147
Q

Where subordinates are treated as equals in a friendly manner

A

Supportive leadership

148
Q

Where the leader consults with subordinates to seek their suggestions

A

Participative leadership

149
Q

Where the leader set challenging goals

A

Achievement-oriented leadership

150
Q

This theory believes decision making is a crucial element of leadership and determines the relationship between the leader and their team members.

A

Vroom’s decision-making model

151
Q

Five decision making process

A
  1. Consultative (C2)
  2. Autocratic ( A2)
  3. Consultative (C1)
  4. Collaborative (G2)
  5. Autocratic (A1)
152
Q

Leader discusses the issue as a group

A

Consultative (C2)

153
Q

Leader gathers information from subordinates

A

Autocratic (A2)

154
Q

Leader approaches subordinate individually getting their ideas

A

Consultative (C1)

155
Q

Leader shares the problem as a group

A

Collaborative (G2)

156
Q

Leader solves the problem using available information

A

Autocratic (A1)

157
Q

Management function which refers to the structuring of resources and activities to accomplish objectives

A

Organizing

158
Q

Arrangement or relationship of positions within an organization, result of the organizing process

A

Structure

159
Q

Reasons for organizing

A
  1. To establish line of authority
  2. To improve quality and efficiency within organization
  3. To improve communication among employees
160
Q

Concerns of engineer manager when structuring an organization

A
  1. Division of labor
  2. Delegation of authority
  3. Departmentation
  4. Span of control
  5. Coordination
161
Q

Determining the scope of work and how it is combined in a job

A

Division of labor

162
Q

Process of assigning various degrees of decision-making authority to subordinates

A

Delegation of authority

163
Q

Grouping of related jobs, activities, or processes into major organizational subunits

A

Departmentation

164
Q

Number of people who report directly to a given manager

A

Span of control

165
Q

Linking of activities in the organization that serves to achieve a common goal

A

Coordination

166
Q

Three kinds of communication

A
  1. Vertical
  2. Horizontal
  3. Diagonal
167
Q

Flow of information between managers and lower-level employees to exercise control

A

Vertical communication

168
Q

When the information passes from lower-level employees to their superiors

A

Upward communication

169
Q

When managers and supervisors share information with their subordinates

A

Downward communication

170
Q

When the flow of information is between employees on the same level of organization

A

Horizontal communication

171
Q

Multi-directional communication that involves the use of several methods including horizontal, upward, and downward, occurs between employees of different levels and different departments who may not have direct reporting relationships

A

Diagonal communication

172
Q

Two or more individuals, interacting and interdependent who come together to achieve particular objective

A

Group

173
Q

Structure that details lines of responsibilities, authority, and position.

A

Formal organization

174
Q

Designated work group defined by an organization based on hierarchal structure

A

Formal group

175
Q

Formal structure is described by management through:

A
  1. Organization chart
  2. Organization manual
  3. Policy manuals
176
Q

Diagram of the organization’s official positions and formal lines

A

Organization chart

177
Q

Provides written descriptions of authority relationship, describes job procedure

A

Organization manual

178
Q

Describe personnel activities and company policies

A

Policy manuals

179
Q

Types of formal groups

A
  1. Command group
  2. Committees
  3. Task forces
180
Q

Determined by the organization’s hierarchical chat and composed of individuals that report to a particular manager

A

Command groups

181
Q

Formed to handle ongoing functions or responsibility

A

Committees

182
Q

Created by organization to achieve specific objectives within a defined time frame

A

Task forces

183
Q

One that’s not organizationally determined or influenced, usually formed by members themselves

A

Informal groups

184
Q

Vulnerable to expediency, manipulation and opprtunism

A

Informal groups

185
Q

Formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities

A

Organizational structure

186
Q

Representation of company’s internal structure

A

Organization chart

187
Q

Distinction between lower level individuals and higher level individuals

A

Hierarchy of authority

188
Q

Hierarchy has many layers and the manager has a narrow span of control

A

Tall organizations

189
Q

Hierarchy has few layers and managers have a wide span of control

A

Flat organizations

190
Q

Extent to which authority and decision making are spread throughout all levels of an organization

A

Decentralization

191
Q

Tendency for just a few individuals or groups to hold most of the decision-making power

A

Centralization

192
Q

Types of organizational structure

A
  1. Functional
  2. Product or market
  3. Matrix
193
Q

Everyone engaged in one functional activity is grouped into one unit.

A

Functional Organization

194
Q

This is a framework in which a business is organized in separate divisions, each focusing on a different product or service

A

Product or Market organization

195
Q

Reasons or factors for joining a group

A
  1. Friendship
  2. Common interest
  3. Proximity
  4. Need satisfaction
  5. Collective power
  6. Group goals
196
Q

Structure with two or more channels of command, two lines of budget authority, and two sources of reward

A

Matrix organization

197
Q

Types of authority

A
  1. Line authority
  2. Staff authority
  3. Functional authority
198
Q

A manager’s right to tell subordinates what to do and then see that they do it

A

Line authority

199
Q

Staff specialist’s right to give advice to a superior

A

Staff authority

200
Q

Specialist’s right to oversee lower-level personnel involved in that specialty

A

Functional authority

201
Q

The department that negotiates and secures contracts for the firm

A

Line department

202
Q

Include all those that provide specialized skills in support of line department

A

Staff department

203
Q

Individual assigned to a specific manager to provide needed staff services

A

Personal staff

204
Q

Individuals providing needed staff services for the whole generation

A

Specialized staff

205
Q

Group of people who work collectively which cannot be solved by an individual

A

Committee

206
Q

Often staffed by top executives from marketing, production, research, etc. Who work part-time to evaluate and approve product ideas

A

Committees

207
Q

Created for a short term purpose and have a limited life

A

Ad hoc committee (task forces)

208
Q

Relatively permanent committee that deals with issues on an ongoing basis

A

Standing committee

209
Q

Process of creating or changing an organization’s structure, more comprehensive concept than organizational structure

A

Organizational design

210
Q

Intentional effort to rearrange that distribution to improve the structure

A

Organizational design

211
Q

Types of organizational design

A
  1. Functional
  2. Divisional
  3. Matrix
212
Q

Factors that greatly impact organizational design

A
  1. Strategy
  2. Environment
  3. Technology
  4. Size and life cycle
  5. Culture
213
Q

Dictates the strategic priorities of an organization

A

Strategy

214
Q

Influences the company’s strategy and dictates how it positions itself

A

Environment

215
Q

Key enabler for decision making

A

Information technology

216
Q

Larger organizations tend to be more complex organizational structures with more levels of management

A

Size and life cycle

217
Q

Determinants of structure

A
  1. Objectives and strategies
  2. Environment
  3. Technology
  4. People
  5. Size
218
Q

The design of the structure begins with the identification of _______

A

Organizational objectives

219
Q

The _____ includes all those economic, social, cultural, political, legal and technological factors

A

Environment

220
Q

An organization is a ______ system.

A

Socio-technical

221
Q

Organizations are formed by and operated through _______

A

People

222
Q

Number of employees or members of an organization

A

Size

223
Q

Job characteristics

A
  1. Skill variety
  2. Task identity
  3. Task significance
  4. Autonomy
  5. Feedback
224
Q

Degree to which a job demands different activities in the execution of the tasks

A

Skill variety

225
Q

Degree to which the work demands a complete process or product

A

Task identity

226
Q

Degree to which the job has a substantial impact on the lives of other people within organization

A

Task significance

227
Q

Degree to which an employee can work independently

A

Autonomy

228
Q

It is important for the employees to be informed of the effectiveness of their recent performance

A

Feedback

229
Q

Psychological states

A
  1. Experienced meaningfulness
  2. Experienced responsibility
  3. Knowledge of results of work
230
Q

Degree to which the employee experiences the work to be inherent and meaningful

A

Experience meaningfulness

231
Q

Formed by the amount of autonomy job offers and demand

A

Experience responsibility

232
Q

Formed by feedback systems within company

A

Knowledge of results of work

233
Q

Work related outcomes

A
  1. High performance
  2. High motivation
  3. High satisfaction
234
Q

High quality of the delivered work and large quantity of work

A

Good performance

235
Q

Monetary rewards, intrinsic motivation (valuable, responsible, autonomous work)

A

High motivation

236
Q

Multidimensional psychological reaction to someone’s job

A

Satisfaction

EnggMan Midterms (3 decks)

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