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G11 > ORGAMAN > Flashcards

ORGAMAN Flashcards

1
Q

defined as the organization and coordination of the activities of an enterprise in accordance with certain policies

A

MANAGEMNET

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2
Q

THE PEOPLE RESPONSIBLE FOR SUPERVISING THE USE OF AN ORGANIZATIONS RESOURCES TO MEET ITS GOALS

A

MANAGER

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3
Q

resources are organizational assets

A

people, raw materials

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4
Q

manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals. resukts: a product taht customer want, but that is too expensive for them to buy.

A

LOw efficiency/ high effectiveness

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5
Q

MNAGAER CHOOSES THE RIGHT GOALS TO PURSE AND MAKES GOOD USE OF RESOURCES TO ACHIEVE
RESULYT; A PRODUCT THAT CUSTOMERS WANT AT A QUALITY AND PRICE TAHT THEYT CAN AFFORD

A

HIGH EFFICIENCY/ EFFECTIIVENESS

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6
Q

MANAGER CHOOSES WRONG GOALS TO PURSUE AND MAKE POOR USE OF RESOURCES r: A LOW QUAL PRODUCT THAT CUSTOMERS DO NOT WANY

A

LOW EFFICIENCY/EFFECTIVENESS

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7
Q

MANAGAEER CHOOSES INAPPROPRIAET GOALS, BUT MAKES GOOD USE OF RESOURCES TO PURSUE THESE GOALS R; A HIGH QUAL PRODUCT THAT CUSTOMERSDO NOT WANT

A

HIGH EFFICIENCY/ LOW EFFECTIVENESS

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8
Q

A MEASURE OH HOW EFFICIENTLY AND EFFECTIVELY MANAGERS CUSTOMERS AND ACHIEVE GOALS

A

ORGANIZATIONAL PERFORMANCE

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9
Q

A MEASURE OF HOW WELL OR PRODUCTIVELY RESOURCES ARE USED TO ACHIEVE A GOAL

A

EFFICIENCY

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10
Q

A MEASURE OF THE APPROPRIATENESS OF THE GOALS AN ORGANIZATION IS PURSUING AND THE DEGREE TO WHICK THEY ARE ACHIEVED

A

EFFECTIVENESS

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11
Q

FOUR FUNCTIONS OF MANAGEMENT

A

PLANNING, ORGANIZING, LEADING, CONTROLLING

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12
Q

ESTABLISH ACCURATE MEASURING AND MONITORING SYSTEMS TO EVALUATE HOW WELL THE ORGANIZATION HAS ACHIEVED ITS GOAL

A

CONTROLLING

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13
Q

CHOOSE APPROPRIATE ORGANIZATIONAL GOALS AND COURSE OF ACTION TO BEST ACHIEVE THOSE GOALS

A

PALNNING

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14
Q

ESTABLISH TASK AND AUTHORITY RELATIONSHI[PS THAT ALOW PEOPLE TO WWOEK TOGETHER

A

ORGANIZING

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15
Q

MOTIVATE, COORDINATE, AND ENERGIZE INDIVIDUALS

A

LEADING

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16
Q

AN INDIVIDUAL ENGAGED IN MANAGEMENT ACTIVITIES SUPERVISING, SUSTAINING, UPHOLDIN, AND ASSUMING RESPONISBILKITYIES WORK OF OTHERS IN HIS OR HER WOEK

A

manager

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17
Q

the various roles played by managers

A

managerial roles

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18
Q

the various skills that manager must susch as conceptual human and technical skills

A

managerial skills

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19
Q

are the general or strategic managers eho focus on long- term organizational concerns end emphasixw the oragnizations stability

A

TOP LEVEL MANAGERS

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20
Q

ARE THE TACTICAL MNANAEGRSA IN CHARGE OF THE ORGANIZATIONS MIDDLE LEVELS OR DEPARTMENT. THEY FORMULATE SPECIFIC OBJECTIVES AND ACTIVITIES BASED ON STRATEGIC

A

MIDDL LEVEL MANAGERS

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21
Q

CATEGORIES OF MANMAGERIAL ROLES ACCORDINMG TO MINTZBERG

A

INTERPERSONAL SKILLS
ONFORMATIONAL ROLES-
DECISION MAKING -

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22
Q

FIGURE HEAD, LEADER, LIASON

A

INTERPERSONAL

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23
Q

MONITOR, SPOKESPERSON, DESSEMINATION,

A

INFORMATIONAL ROLES

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24
Q

ENTREOPENEUR, DISTURBANCE HANDLER, NEGOTIATOR, RESOURCE ALLOCATORE

A

DECISION MAKING

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25
Q

RESPONSIBLE FOR SUPERVISINMG THE ORGANIZATIONS DAY TO DAY ACTI, THEY ARE TEH BRIDGES BETWEEN MANAGEMENT AND NON MANAGEMENT. THEY R CONTROLLED BY TOP LEVEL MANAGERS

A

FRONT LINE OR LOWER LEVEL MANAGERS

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26
Q

WHO POSSESS GOOD LEADERSHIP QUALITIES OR A COMBINATION OF GOOD MORAL CHARACTER

A

LEADER

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27
Q

WHIO CAPABLE OF MAINTAINING UNITY OF ACTION IN THE ORGANIZATION

A

LIASON

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28
Q

WHO HS NOMINLA LEADERSHIP BUT WITHOUT REAL POWER, AS THIS POWER IS POSSESSED ONLY BY COMPANY OWNER

A

FIGUREHEAD

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29
Q

WHO SPEAKS IN THE NAME AND BEHALF OF ANOITHER: AS IN BEHALF OF THE COMPANY OWNER

A

SPOKESPERSON

30
Q

ENABLE MANAGERS IN ALL LEVELS TO RELATE WELL WITH PEOPLW

A

HUMAN SKILLS

31
Q

MANAGERIAL SKILLS

A

CONSEPTUAL SKILLS, TECHNICAL SKILLS,

32
Q

ENABLE MANAGERS TO THIBNK OF POSSIBLE SOLUTIOJS TO COMPLEX PROBLEMS

A

conceptual skills

33
Q

perform their tasks with proficiency with use of their expertise

A

technical skills

34
Q

seeking for and sorting through data about the environment

A

environmental scanning

35
Q

refers to the factors/elements OUTSIDE the organizaztion which may affect, either posi or nega

A

external business environ

36
Q

refers to teh factors/elementsWITHIN the organization which may affec, either posi or nega

A

Internal business environ

37
Q

a period above normal general price increases

A

inflation

38
Q

total amount that a borrower must pay annually to the lender and above total amount borrowed

A

interest rate

39
Q

teh consumers change in prference of goods and services offered

A

changing options

40
Q

consumers changing ways of spendingf their money on goods and services

A

people spending habits

41
Q

includes inflation rate of interest, peoples spending habits

A

ECONOMIC SITUATUION

42
Q

REFERS O THE FACTORS OR ELEMENTS AFFECTING A BUSINESS ORGANIZXAZTION

A

BUSINESS ENIROMNET

43
Q

TWO ELEMENTS OF BUSINESS ENVIRON

A

INTERNAL N EXTERNAL

44
Q

MOST STRUCTURED AND USED PLANNING METHIOD TO EVALUATE A BUSINESS VENTURE

A

SWOT ANALYSIS

45
Q

THIS TYPOE OF ANALYSIS IS USED TO GAUGE EXTERNAL FACTORS THAT COULD IMOPACT THE PROFITABLITY OF A COMPAMY

A

PEST ANALYSIS

46
Q

COMPONENTS OF EXTERNAL BUSINESS ENVIRON

A

GENERAL , SPECIFIC

47
Q

INCLUDES ECONOMIC, SOCIO CULTURAL, POLOTICO LEGAL , DEMOGRAPHIC, TECHNOLOGICAL, ORLD AND ECONOMIC SITUATUOINS

A

GENERAL BUSINESSS ENVIRONMENT

48
Q

INFLATION, RATES OF INTREST, CYHANGING OPTIOPNS

A

ECONOMIC SITUATIONS

49
Q

INCLUDE THER CUSTOMERS CHANGING VALUES AND PREFERENECES, CUSTOMS COULD ALSO AFFECT MANAGEMENT PRACTICES IN COMPANIES

A

SOCIO CULTURAL SIITUATIONS

50
Q

REFERS TO NATIONAL OR LOCAL LAWS, INTERNATION LAWS, AND RULES AND REGILATIONS THET

A

POLITICO LEGAL

51
Q

SUCVH AS GENDER, AGE, EDUCATIONAL LEVEL

A

DEMOGRAPHIC

52
Q

USE OF VARIED TYPES OF ELECTRONIC GADGETS AND ADVANCED TECHNO SUCH AS COMPUETERS

A

TECHNOLOGICAL

53
Q

RELATED TO THE INCREASING NUMBER OF GLI9BAL COMPETITORS AND MARKLETS

A

WORLS AND ECOLOGICAL SITUATIINS

54
Q

FOCUSES ON STAKEHOLFDERS, CUSTOMERS, SUPPLIERS, PRESSURE GROUPS,. AND INVESTORS ANF THERI EMPLYOES

A

SPECIFIC BUSINESS ENVIR

55
Q

ARE PARTIES LIKELY TO BE ADFFECTED BY THE ACTIVITIES OGF THE ORGANI

A

STAKESHOLDERS

56
Q

who patronoize the organizations products and servicxes

A

customers

57
Q

those who ensure the organixations continuos floe of needed and reasonably priced inputs or materials required for producing their goods

A

suppliers

58
Q

are special interst fgroups that try to exert influence on the organizations decisions

A

pressure gfrpoups

59
Q

provide the companmy with the financial support needsa

A

investors or owners

60
Q

comprised of those who work for another or for an emplyer in exchange of salvaeirs

A

employees

61
Q

known as BUSINESS FORECASTING, A METHID OF PREDIUCTING HOW VARIABLES IN THE ENVIRONMENT WILL ALTER THE FUTURE OF BUSINESS.

A

BUSINESS PREDICTIONS

62
Q

DEFINED AS THE PROCESS OF MEASURING OR COMPAROING ONES OWN PRODUCTS, SERVICES. AND PORACTICES WITH TGHOSE OF THE RECOGNIZED INDUSTRY

A

BENCHMARKING

63
Q

OLDEST FORMAL SCHOOL WHICH BEGAN AROUND 1900 AND CONTINUED 1920
MAINLY LOOKS FOR UNIVERASAL PRINCIPLES OF OPERATIONS

A

CALSSICAL APPROACH

64
Q

FOCUSES ON THE ONE BEST WATY TO DO A JOB
- FOVUSES ON WORKER AND MACHINE RELATIONSHIPS

A

SCIENTIFIC MANAGEMENT

65
Q

MAJOR CONTRIBUTOPRS

A

FREDERICK WINSLOW TAYLOR

FRANK GILBERTH
LILLIAN GILBERTH

66
Q

FATHER OF SCIENTIFIC MANAGEMENT, WHICH HE PROPOSED WORK M,ETHODS DESIGNED TO INCREASE WORKER PRODUCTIVITY.

A

FREDERICK TAYLOR

67
Q

CAN BE INCREASED BY INCREASING THE EFFICIENCY OF PRODUCTION PROCESS

A

ORGANIZATIONAL PRODUCTITVITY

68
Q

The lack of standard tools or techniques
There is no maych between skill and job
no motivation from the management

A

The Main things Taylor noticed for inefficiency

69
Q

Father of Modern management and he introduced pyramidal form of organization

A

HENRI FAYOL (1841-1925)

70
Q

it recognizes that the actual prob which manager, face and the environmental.

A

OPERATIONAL APPROACH

G11 (8 decks)

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