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Global Business > Test #3 > Flashcards

Test #3 Flashcards

1
Q

Accountability

A

Employees who accept an assignment are responsible for the outcome

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2
Q

Centralized Organization

A

Authority is concentrated at the top and low-level managers have little decision-making authority

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3
Q

Committee

A

A permanent group that performs a task

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4
Q

Customer Departmentalization

A

Arrangement of jobs around different types of customers

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5
Q

Decentralized Organization

A

Decision-making authority is delegated as far down the command chain as possible

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6
Q

Delegation of Authority

A

Allowing employees to make commitments, use resources, and take necessary action

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7
Q

Departmentalization

A

Grouping jobs into working units (departments, units, groups)

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8
Q

Functional Departmentalization

A

Grouping of jobs that perform similar activities (finance, manufacturing, marketing, HR)

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9
Q

Geographical Departmentalization

A

Grouping jobs according to location (state, region, country)

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10
Q

Grapevine

A

Informal channel of communication that is separate from management’s formal communication channels

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11
Q

Group

A

Two or more people who communicate with each other and have a common goal

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12
Q

Line Structure

A

Simplest organizational structure where direct lines of authority extend from top manager to lowest level

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13
Q

Line-and-Staff Structure

A

Has a traditional line relationship between superiors, subordinates, and specialized managers

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14
Q

Matrix Strucutre

A

Sets up teams from different departments to create multiple lines of authority

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15
Q

Multidivisional Structure

A

Organizes departments into larger groups (divisions)

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16
Q

Organizational Chart

A

Visual display of the organizational structure and chain of command

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17
Q

Organizational Culture

A

Firm’s shared values, beliefs, traditions, rules, and role models for behaviour

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18
Q

Organizational Layers

A

The levels of management in an organization

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19
Q

Product Departmentalization

A

Organizing jobs in relation to the products of the firm

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20
Q

Product-Development Team

A

A project team formed to design and implement new products

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21
Q

Project Teams

A

Similar to task forces, normally run their operational and have full control over a project

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22
Q

Quality-Assurance Teams

A

Small groups of workers brought together to solve problems

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23
Q

Responsibility

A

The obligation on employees to perform tasks

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24
Q

Self-Directed Work Team (SDWT)

A

A group of employees responsible for an entire work process

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25
Q

Span of Management

A

Number of people who respond to a certain manager

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26
Q

Specialization

A

Division of labour into small tasks and assigning employees to do one task

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27
Q

Structure

A

Relationship of positions within an organization

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28
Q

Task Force

A

Temporary group of employees responsible for creating a change

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29
Q

Team

A

A small group whose members have the same skills, a common goal, and hold themselves accountable

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30
Q

Behaviour Modification

A

Changing behaviour and encouraging good actions

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31
Q

Classical Theory of Motivation

A

Suggests money is the sole motivator for workers

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32
Q

Compressed Workweek

A

40 hours are worked in 4-days or less

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33
Q

Equity Theory

A

Assumption that what employees are willing to contribute depends on the fairness of the reward they will receive in exchange

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34
Q

Esteem Needs

A

The needs for respect (self-respect and respect from others)

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35
Q

Expectancy Theory

A

Assumption that motivation depends on how much a person wants something AND how likely they are to get it

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36
Q

Extrinsic Rewards

A

Benefits/recognition received from someone else

37
Q

Flextime

A

Employees choose their start and end times

38
Q

Human Relations

A

Study of the behaviour of employees at work

39
Q

Hygiene Factor

A

Part of Herzberg’s theory that relates to work setting rather than the content of the work (wages, conditions, policies, security)

40
Q

Intrinsic Rewards

A

Personal satisfaction felt after achieving a goal

41
Q

Job Enlargement

A

Adding more tasks to a job

42
Q

Job Enrichment

A

Adding opportunities for achievement and advancement to a job

43
Q

Job Rotation

A

Employees can move from one job to another (to eliminate boredom)

44
Q

Job Sharing

A

One full-time job shared by two part-time employees

45
Q

Maslow’s Hierarchy

A

A theory that arranges the five basic needs of people in the order that people strive to satisfy them (physiological, security, social, esteem, and self-actualization)

46
Q

Morale

A

Employee’s attitude toward their job

47
Q

Motivation

A

Inner drive that helps a person reach their goals

48
Q

Motivational Forces

A

Part of Herzberg’s theory that relates to the content of the work itself (recognition, responsibility)

49
Q

Physiological Needs

A

Most basic human needs to be satisfied (water, food, shelter)

50
Q

Security Needs

A

Need to protect oneself from physical and economic harm

51
Q

Self-Actualization Needs

A

Need to be the best you can be (top level)

52
Q

Social Needs

A

Need for love, friendship, and acceptance

53
Q

Theory X

A

Assumed that workers generally dislike work and must be forced to do their jobs

54
Q

Theory Y

A

Assumed that workers like to work and that they will seek our responsibility

55
Q

Theory Z

A

Stresses employee participation in all aspects of decision making at work

56
Q

Affirmative Action Programs

A

Legal plans that try to increase job opportunities for minority groups

57
Q

Arbitration

A

A third party is brought in to settle the dispute

58
Q

Benefits

A

Nonfinancial forms of compensation (pension, health plans, paid vacations)

59
Q

Bonuses

A

Incentives offered to employees to further increase productivity

60
Q

Boycott

A

A labor tactic that attempts to keep people from purchasing the products of a company

61
Q

Collective Bargaining

A

Negotiation process where management and unions reach an agreement about compensation, working hours, and conditions

62
Q

Commission

A

Compensation where employee’s are payed a fixed amount based on their sales

63
Q

Conciliation

A

Resolving labour and management differences where a third party is brought in to keep both sides talking

64
Q

Development

A

Training that expands the skills of managers

65
Q

Diversity

A

Different ages, genders, races, ethnicities in the workplace

66
Q

Human Resources Management

A

Training people to fill organizational needs

67
Q

Job Analysis

A

Getting specific information about a job (specific tasks, necessary abilities and knowledge)

68
Q

Job Description

A

Written explanation of a job, includes job title, duties, working conditions

69
Q

Job Specification

A

Description of the qualifications needed for a job (education, experience)

70
Q

Labour Contract

A

Written document that outlines that relationship between the union and management for a period of time

71
Q

Labour Unions

A

Organizations of employees formed to deal with employers to achieve better pay, hours, and conditions

72
Q

Lockout

A

Management’s version of a strike (employees can’t work because work is closed)

73
Q

Mediation

A

Third party is brought in to suggest a solution to the problem

74
Q

Orientation

A

Introducing new employees to fellow employees, procedures, and the space itself

75
Q

Picketing

A

Union members march and carry signs at the employer’s plant

76
Q

Profit Sharing

A

A percentage of company profits to employees who helped to generate the profits

77
Q

Recruiting

A

Forming a pool of qualified applicants where management can select employees

78
Q

Salary

A

Financial reward calculated on a weekly, monthly, or annual basis

79
Q

Selection

A

Collecting information about applications and using it to make hiring decisions

80
Q

Separations

A

Employment changes (resignation, retirement, termination, layoff)

81
Q

Strikebreakers

A

People hired by management to replace striking employees (aka “Scabs”)

82
Q

Strikes

A

Employees walk off the job

83
Q

Title VII of the Civil Rights Act

A

Law that prohibits discrimination in employment

84
Q

Training

A

Teaching employees to do specific tasks

85
Q

Transfer

A

Moving to another job within a company

86
Q

Turnover

A

Employees quit or are fired

87
Q

Wage/Salary Survey

A

Study that tells a company how much compensation similar firms are paying for jobs that they have in common

88
Q

Wages

A

Financial rewards based on hours worked

Global Business (3 decks)

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