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Midterms Second Sem, 23-24 > Productivity and Quality Tools > Flashcards

Productivity and Quality Tools Flashcards

1
Q

is a measure of economic or business performance that indicates how efficiently people, companies, industries and whole economic convert inputs, such as labor and capital, into outputs, such goods or services

A

productivity

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2
Q

is often used to describe how much individuals can accomplish every day in their personal lives, not just in the workplace.

A

personal productivity

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3
Q

the focus of this article, is the aggregate productivity of all individuals in a company’s workforce.

A

workforce productivity

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4
Q

The collective output of one or more individuals united under a common goal.

A

team or department productivity

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5
Q

The aggregate productivity of all industries in an economy is an expression of the economy’s productivity

A

national or global productivity

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6
Q

key to a company’s profitability and ability to thrive.

A

productivity

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7
Q

basic formula of productivity

A

Productivity = Output / Input

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8
Q

typically measured as the dollar value or the units of products and services that a company produces.

A

output

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9
Q

are any resource used to create products and services.

A

input

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10
Q

measures the output per hour of labor.

A

labor productivity

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11
Q

is the productivity attributable to the money invested in assets used to produce your company’s output.

A

capital productivity

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12
Q

the most frequent root cause of low employee productivity

A

Lack of adequate employee training

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13
Q

When worries about their jobs plague coworkers, they become disoriented, lose focus, and cannot meet their tasks as effectively as possible

A

Workplace stress

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14
Q

madaming pinapagawa, hindi maintindihan ang gagawin

A

too many tasks at hand

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15
Q

Often, toxic behavior at work results from individuals attempting to manipulate and sabotage the workplace.

A

toxic work culture

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16
Q

Poor management is one of the major causes of low productivity.

A

lack of management

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17
Q

A significant contributing factor to your employees’ low productivity maybe your company’s poor organizational structure.

A

Ineffective Organizational Structure

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18
Q

The fact that employees don’t feel like they belong at the company they work for could be a significant factor in their low levels of productivity at work

A

No Feeling of Belonging

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19
Q

List five reasons for the poor competitiveness of some companies.

A
  1. Lack of quality
  2. Poor location
  3. Slow response to changing market needs
    4.Inflexibility of design or services offered
    5.Unmotivated/incompetent workers and managers
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20
Q

have a major impact on what the organization does and how it does it.

A

strategies

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21
Q

must be designed to support the organization’s mission and its organizational goals.

A

strategies

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22
Q

can be long term, intermediate term, or short term.

A

strategies

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23
Q

are the methods and actions used to accomplish strategies. They are more specific in nature that strategies, and they provide guidance and direction for carrying out actual operations.

A

tactics

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24
Q

provides the overall direction for the organization. It is broad in scope, covering the entire organization. Operations strategy is narrower in scope, dealing primarily with the operations aspect of the organization.

A

organization strategy

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25
Q

: Strategy that focuses on reduction of time needed to accomplish tasks.

A

time-based strategy

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26
Q

The time needed to react to a competitive threat, to develop strategies and select tactics, to approve proposed changes to facilities, to adopt new technologies, and so on.

A

planning time

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27
Q

The time needed to develop and market new or redesigned products or services.

A

Product/Service Design Time

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28
Q

The time needed to produce goods or provide services. This can involve scheduling, repairing equipment, methods used, inventories, quality, training, and the like

A

Processing Time

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29
Q

The time needed to change from producing one type of product or service to another

A

Changeover Time

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30
Q

These might be customer complains about quality, timing of deliveries, and incorrect shipments.

A

Response Time for Complaints

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31
Q

A measure of the effective use of resources, usually expressed as the ratio of output to input

A

productivity

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32
Q

Generally, the methods, capital, quality, technology and management are the largest contributors to poor productivity. Ways of improving productivity include:

A
  1. Develop productivity measure for all operations
  2. Look at the system as a whole in deciding which operations are most critical.
  3. Develop methods for achieving productivity improvements, such as soliciting ideas from workers, studying how other firms have increased productivity, and reexamining the ways work is done.
  4. Establish reasonable goals for improvement.
  5. Make it clear that management supports and encourages productivity improvement.
  6. Measure improvements and publicize them.
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33
Q

reflects a person’s level of determination to follow a course of action related to an organizational change — hopefully aligned with the direction we’d like them to head

A

change commitment

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34
Q

suggest that there is a continuum of change commitment, reflected as three types — emotion-based, values/obligation-based and cost-avoidance

A

Herscovitch and Meyer

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35
Q

can influence change commitment by fostering trust, competently managing change, and building change readiness amongst stakeholders

A

Leaders and managers

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36
Q

refers to a person’s determination to take actions that they believe are necessary to successfully carrying out a change

A

Commitment to change

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37
Q

developed a model that defines three types of change commitment, which can be helpful to demystify the concept

A

Herscovitch and Meyer

38
Q

commitment is based on emotions. When someone has affective commitment to a change, they genuinely want to be a part of it.

A

Affective change

39
Q

is driven by personal or professional values. When someone has ——-, they feel a sense of obligation to support the change because they believe it is the right thing to do.

A

Normative commitment

40
Q

is based on the perceived costs of not supporting the change.

A

Continuance commitment

41
Q

Demonstrate why the change is necessary/important and explain the vision for the change. Engage stakeholders to share why the change is important to them

A

*Clarify the Need for Change

42
Q

Explain the change’s scope, why this change solution was chosen, and who was involved in the decision-makin

A

Specify the Change Solution

43
Q

Show the organization has what it takes to manage the change effectively

A

Demonstrate Change Capability

44
Q

Readily reflect in your actions the importance of the change to you personally and to the organization at large.

A

Show Your Commitment

45
Q

Specify how the change will affect what people do, who they work with, or their compensation or other benefits

A

Clarify Impact

46
Q

Ensuring that all departments and teams align their efforts with the organization’s overall strategic goals and mission is crucial for maximizing productivity

A

Strategic Alignment

47
Q

Effective leadership at all levels guides the organization, sets priorities, and fosters a productive work culture

A

Leadership

48
Q

Efficiently allocating financial, human, and technological resources to projects and initiatives that generate the most value is essential.

A

Resource Allocation

49
Q

Continuously evaluating and refining processes to eliminate inefficiencies and bottlenecks enhances productivity

A

Process Optimization

50
Q

Measuring performance with relevant key performance indicators (KPIs) helps monitor progress and identify areas for improvement

A

Performance Metrics

51
Q

Promoting collaboration among departments and teams through open communication and information sharing boosts efficiency

A

Collaboration and Communication

52
Q

Encouraging innovation and a culture of creativity can lead to new ideas, products, and processes that drive organizational productivity.

A

innovation

53
Q

Engaged employees are more committed, productive, and likely to contribute positively to the organization.

A

employee engagement

54
Q

Recruiting, developing, and retaining skilled employees aligns the organization with its productivity goals.

A

Talent Management

55
Q

Investing in employee training and skill development increases their competence and overall productivity

A

training and development

56
Q

Adopting appropriate technologies and automation tools can streamline operations and reduce manual efforts

A

Technology and Automation

57
Q

: Effectively managing changes within the organization helps minimize disruptions and maintain productivity during transitions

A

Change Management

58
Q

A positive and inclusive culture that promotes teamwork, accountability, and mutual respect enhances overall productivity

A

Organizational Culture

59
Q

Organizations that can adapt to changing market conditions and customer needs maintain productivity in dynamic environments.

A

Flexibility

60
Q

Ensuring products and services meet customer needs contributes to customer satisfaction, loyalty, and business growth

A

Customer Focus

61
Q

Collaborating with external partners or outsourcing non-core tasks can increase efficiency and focus on core activities

A

Outsourcing and Partnerships

62
Q

Identifying and mitigating risks proactively prevents potential setbacks and maintains productivity.

A

Risk Management

63
Q

Utilizing data and analytics to inform decisions leads to more informed and strategic choices.

A

Data-Driven Decision-Making

64
Q

A commitment to continuous improvement drives the organization to evolve and become more productive over time.

A

Continuous Improvement

65
Q

is the concept that the value and performance of two companies combined will be greater than the sum of the separate individual parts

A

synergy

66
Q

If two companies can merge to create greater efficiency or scale, the result is what is sometimes referred to as a

A

synergy merge

67
Q

The expected synergy achieved through a merger can be attributed to various factors, such as

A

increased revenues, combined talent and technology, and cost reduction

68
Q

are made with the goal of improving the company’s financial performance for the shareholders

A

mergers and acquisitions

69
Q

will benefit if a company’s post-merger share price increases due to the synergistic effect of the dea

A

shareholders

70
Q

is an intangible asset that represents the portion of the business value that cannot be attributed to other business assets

A

goodwill

71
Q

Synergies may not necessarily have a monetary value but could reduce the costs of sales and increase

A

profit margin or future growth

72
Q

Synergies are primarily realized in three areas

A

revenue, cost, and financial

73
Q

is when employees work together to create a more productive working experience

A

workplace synergy

74
Q

an internal state that propels individuals to engage in goal-directed behaviour

A

motivation

75
Q

It would be wrong to assume that there is one approach of motivation which could be used in any situation

A

motivation

76
Q

may be material or moral reward

A

work reward

77
Q

get transformed into the material ones in the consciousness of employees

A

moral motives

78
Q

may be also called collective motives especially for team work in some organization whereas material motives are called personal

A

moral motives

79
Q

is exactly what was present in the mind of workers but was not considered as the moral one, since it was not in compliance with the current ideology of that time

A

material motivation

80
Q

Experts need not agree upon everything that motivates employees and upon effects of working conditions in the course of their careers, but they agree that organization must

A
  • Attract people and encourage them to remain;
  • Let people perform their tasks they are employed for and
  • Stimulate people to overcome routine performances (routine performance of tasks) and to become creative and innovative in their work.
81
Q

must be implementors of good communication

A

managers

82
Q

This strategy is based on McGregor’s theories X and Y, i.e.-on negative (X Theory) and positive (Y Theory) assumptions of managers related to subordinated members of the organization

A

manager’s attitude towards employees

83
Q

This strategy may be applied to middle level medical personnel and is aimed to reduce usual routine of the workplace as well as attainment of higher efficiency at work

A

work conceiving and enrich-ment

84
Q

This concept is based on stimulating certain behaviour depending on the consequences that such behaviour produces.

A

behaviour modification

85
Q

Three motivation components are as follows:

A
  • Direction of an action – what a person is trying to do,
  • effort – how much effort a person is putting and
  • persistence (duration) – how long a person is putting effort.
86
Q

deals with how to make people take the desired direction in order to achieve desired results. Self-motivation refers to setting of desired goal and undertaking actions to achieve the goal

A

motivation of employees

87
Q

independently generated factors influencing people to behave in a special manner or to move in a special direction

A

Inner motivation

88
Q

what has been done in order to motivate people. It involves rewards such as salary increase, appraisal and promotion and punishments such as disciplinary measures, salary reduction and criticism

A

external motivation

89
Q

David McClelland considered that everyone had 3 especially important needs

A
  • need for achievement
  • need for affiliation
  • need for power
90
Q
A

Midterms Second Sem, 23-24 (4 decks)

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