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bus 101 exam 2 > terms > Flashcards

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1
Q

absenteeism

A

when an employee does not show up for work

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2
Q

accountability

A

the obligation employees have to their manager for the successful completion of an assigned task

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3
Q

Assembly Line Layout

A

a same-steps layout in which a product moves step by step through a plant on conveyor belts or other equipment until it is completed

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4
Q

Attitudes

A

a person’s beliefs and feelings about specific ideas, situations, or other people

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5
Q

Authoritarianism

A

the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations

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6
Q

Authority

A

power to make the decisions necessary to complete a task

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7
Q

Behavioral Approach to Leadership

A

focused on determining what behaviors are employed by leaders

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8
Q

“Big Five” Personality Traits

A

five fundamental personality traits especially relevant to organizations

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9
Q

Business (Competitive) Strategy

A

strategy, at the business-unit or product-line level, focusing on improving a firm’s competitive position

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10
Q

Capacity

A

amount of a product that a company can produce under normal conditions

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11
Q

Charismatic Leadership

A

type of influence based on the leader’s personal charisma

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12
Q

Centralized Organization

A

organization in which most decision-making authority is held by upper-level management

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13
Q

Classical Theory of Motivation

A

theory holding that workers are motivated solely by money

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14
Q

Coalition

A

an informal alliance of individuals or groups formed to achieve a common goal

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15
Q

Coercive Power

A

the power to force compliance by means of psychological, emotional, or physical threat

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16
Q

Cognition

A

the knowledge a person presumes to have about something

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17
Q

Cognitive Dissonance

A

when two sets of cognitions or perceptions are contradictory or incongruent

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18
Q

Consistency

A

dimension of quality that refers to sameness of product quality from unit to unit

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19
Q

Contingency Planning

A

identifying aspects of a business or its environment that might entail changes in strategy

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20
Q

Corporate Culture

A

the shared experiences, stories, beliefs, and norms that characterize an organization

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21
Q

Crisis Management

A

organization’s methods for dealing with emergencies

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22
Q

Decentralized Organization

A

organization in which a great deal of decision-making authority is delegated to levels of management at points below the top

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23
Q

Decision Making

A

choosing one alternative from among several options

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24
Q

Decision-making Process

A

recognizing and defining the nature of a decision situation, identifying alternatives, choosing the “best” alternative, and putting it into practice

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25
Q

Decision Tree Approach

A

approach to leaderships that provides decision rules for deciding how much participation to allow

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26
Q

Delegation

A

process through which a manager allocates work to subordinates

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27
Q

Emotional Intelligence (Emotional Quotient, EQ)

A

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

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28
Q

Employee-focused Leader Behavior

A

leader behavior focusing on satisfaction, motivation, and well-being of employees

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29
Q

Environmental Analysis

A

process of scanning the business environment for threats and opportunities

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30
Q

Equity Theory

A

theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others

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31
Q

Escalation of Commitment

A

condition in which a decision maker becomes so committed to a course of action that she or he stays with it even when it appears to have been wrong

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32
Q

Ethical Leadership

A

leader behaviors that reflect high ethical standards

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33
Q

Expectancy Theory

A

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

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34
Q

Expert Power

A

power derived from information or expertise

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35
Q

First-line Manager

A

manager responsible for supervising the work of employees

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36
Q

Fixed Position Layout

A

labor, equipment, materials, and other resources are brought to the geographic location where all production work is done

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37
Q

Flat Organizational Structure

A

characteristic of decentralized companies with relatively few layers of management

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38
Q

Gantt Chart

A

production schedule that breaks down large projects into steps to be performed and specifies the time required to perform each step

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39
Q

Grapevine

A

informal communication network that runs through an organization

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40
Q

Hawthorne Effect

A

tendency for productivity to increase when workers believe they are receiving special attention from management

41
Q

Hierarchy of Human Needs Model

A

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

42
Q

Human Relations Skills

A

skills in understanding and getting along with people

43
Q

Informal Organization

A

network, unrelated to the firm’s formal authority structure, of everyday social interactions among company employees

44
Q

Inventory Control

A

process of receiving, storing, handling, and counting of all raw materials, partly finished goods, and finished goods

45
Q

ISO 9000

A

program certifying that a factory, laboratory, or office has met the quality management standards set by the International Organization for Standardization

46
Q

ISO 14000

A

certification program attesting to the fact that a factory, laboratory, or office has improved its environmental performance

47
Q

Job Enrichment

A

method of increasing job satisfaction by adding one or more motivating factors to job activities

48
Q

Job Satisfaction

A

degree of enjoyment that people derive from performing their jobs

49
Q

Job Specialization

A

the process of identifying the specific jobs that need to be done and designating the people who will perform them

50
Q

Just-in-time (JIT) Production

A

type of lean production system that brings together all materials at the precise time they are required at each production stage

51
Q

Leading

A

management process of guiding and motivating employees to meet an organization’s objectives

52
Q

Legitimate Power

A

power granted through the organizational hierarchy

53
Q

Line Authority

A

organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom

54
Q

Locus of Control

A

the extent to which people believe that their behavior has a real effect on what happens to them

55
Q

Machiavellianism

A

used to describe behavior directed at gaining power and controlling the behavior of others

56
Q

Management

A

process of planning, organizing, leading, and controlling an organization’s resources to achieve its goals

57
Q

Management by Objective (MBO)

A

set of procedures involving both managers and subordinates in setting goals and evaluating progress

58
Q

Materials Management

A

process of planning, organizing, and controlling the flow of materials from sources of supply though distribution of finished goods

59
Q

Matrix Structure

A

organizational structure created by superimposing one form of structure onto another

60
Q

Mission Statement

A

organization’s statement of how it will achieve its purpose in the environment in which it conducts its business

61
Q

Myers-Briggs Type Indicator (MBTI)

A

a popular questionnaire that some organizations use to assess personality types

62
Q

Operations (Production)

A

activities involved in making products -goods and services- for customers

63
Q

Operations (Production) Management

A

systematic direction and control of the activities that transform resources into finished products that create value for and provide benefits to customers

64
Q

Operations Control

A

process of monitoring production performance by comparing results with plans and taking corrective action when needed

65
Q

Organizational Citizenship

A

positive behaviors that do not directly contribute to the bottom line

66
Q

Organizational Structure

A

specification of the jobs to be done within an organization and the ways in which they relate to one another

67
Q

Outsourcing

A

replacing internal processes by paying suppliers and distributors to perform business processes or to provide needed materials or services

68
Q

Planning

A

management process of determining what an organization needs to do and how best to get it done

69
Q

Participative Management and Empowerment

A

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

70
Q

Performance

A

dimension of quality that refers to how well a product does what it is supposed to do

71
Q

PERT Chart

A

production schedule specifying the sequence of activities, time requirements, and critical path for performing the steps in a project

72
Q

Power

A

the ability to affect the behavior of others

73
Q

Process Layout (Custom-product Layout)

A

physical arrangement of production activities that groups equipment and people according to function

74
Q

Product Layout (same-steps Layout)

A

physical arrangement of production steps designed to make one type of product in a fixed sequence of activities according to its production requirements

75
Q

Psychological Contract

A

set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will in return provide the employee (inducements)

76
Q

Purchasing

A

acquisition of the materials and services that a firm needs to produce its products

77
Q

Quality Control

A

action of ensuring that operations produce products that meet specific quality standards

78
Q

Responsibility

A

duty to perform an assigned task

79
Q

Risk Propensity

A

the degree to which a person is willing to take chances and make risky decisions

80
Q

Self-efficacy

A

a person’s belief about his or her capabilities to perform a task

81
Q

Self-esteem

A

the extent to which a person believes that he or she is a worthwhile and deserving individual

82
Q

Short-term Goal

A

goal set for the near future

83
Q

Social Learning

A

learning that occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result

84
Q

Span of Control

A

number of people supervised by one manager

85
Q

Strategic Goal

A

goal derived directly from a firm’s mission statement

86
Q

Strategy

A

broad set of organizational plans for implementing the decisions made for achieving organizational goals

87
Q

Supply Chain Management (SCM)

A

principle of looking at the supply chain as a whole to improve the overall flow through the system

88
Q

SWOT Analysis

A

identification and analysis of organizational strengths and weaknesses and environmental opportunities and threats as part of strategy formulation

89
Q

Tactical Plan

A

generally short-term plan concerned with implementing specific aspects of a company’s strategic plans

90
Q

Tall Organizational Structure

A

characteristic of centralized companies with multiple layers of management

91
Q

Theory X

A

theory of motivation holding that people are naturally lazy and uncooperative

92
Q

Theory Y

A

theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive

93
Q

Top Manager

A

manager responsible for a firm’s overall performance and effectiveness

94
Q

Total Quality Management (TQM)

A

all activities involved in getting high-quality goods and services into the marketplace

95
Q

Transactional Leadership

A

the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

96
Q

Utility

A

product’s ability to satisfy a human want or need

97
Q

Value-added Analysis

A

process of evaluating all work activities, materials flows, and paperwork to determine the value that they add for customers

98
Q

Work Team

A

groups of operating employees who are empowered to plan and organize their own work and to perform that work with a minimum of supervision

bus 101 exam 2 (2 decks)

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