Second Test Shortlist Flashcards
strategic movement
process of helping an organization maintain an effective alignment with its environment
functional strategy
strategy by which managers in specific areas decide how best to achieve corporate goals through productivity
What are the determinants of organizational structure?
Mission, strategy, size, internal environment, external environment
What are the three steps of delegation?
- Assigning responsibility 2. Granting authority 3. Creating accountability
line authority
organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom
informal organization
network, unrelated to the firm’s formal authority structure, of everyday social interactions among company employees
intrapreneuring
process of creating and maintaining the innovation and flexibility of a small-business environment withing the confines of a large organization
Gantt Chart
production schedule that breaks down large projects into steps to be performed and specifies the time required to perform each step
Pert Chart
production schedule specifying the sequence of activities, time requirements, and critical path for performing the steps in a project
lean production system
production system designed for smooth production flows that avoid inefficiencies, eliminate unnecessary inventories, and continuously improve production processes
quality ownership
principle of total quality management that holds that quality belongs to each person who creates it while performing a job
ISO 9000
program certifying that a factory, laboratory, or office has met the quality management standards set by the International Organization for Standardization
ISO 14000
certification program attesting to the fact that a factory, laboratory, or office has improved its environmental performance
What are the 6 counterproductive behaviors?
Absenteeism, turnover, theft, sabotage, sexual harassment, workplace violence
What are the “Big Five” personality traits?
agreeableness, conscientiousness, emotionality, extraversion, openness
cognition
the knowledge a person presumes to have about something
cognitive dissonance
when two sets of cognitions or perceptions are contradictory or incongruent
classical theory of motivation
theory holding that workers are motivated solely by money
Hawthorne Effect
tendency for productivity to increase when workers believe they are receiving special attention from management
Theory X
theory of motivation holding that people are naturally lazy and unproductive
Theory Y
theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive
hierarchy of human needs model
theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs (physiological, security, social, esteem, self-actualization)
two-factor theory
theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation
expectancy theory
theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
coercive power
the power to force compliance by means of psychological, emotional, or physical threat
transactional leadership
comparable to management, it involves routine, regimented activities
What are the three main things that charismatic leaders do?
Envision, energize, enable
What are the steps of rational decision making?
Recognizing and defining the decision situation Identifying alternatives Evaluating alternatives Selecting the best alternative Implementing the chosen alternative Following up and evaluating the results
