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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
Span of Management
Number of people who respond to a certain manager
26
Specialization
Division of labour into small tasks and assigning employees to do one task
27
Structure
Relationship of positions within an organization
28
Task Force
Temporary group of employees responsible for creating a change
29
Team
A small group whose members have the same skills, a common goal, and hold themselves accountable
30
Behaviour Modification
Changing behaviour and encouraging good actions
31
Classical Theory of Motivation
Suggests money is the sole motivator for workers
32
Compressed Workweek
40 hours are worked in 4-days or less
33
Equity Theory
Assumption that what employees are willing to contribute depends on the fairness of the reward they will receive in exchange
34
Esteem Needs
The needs for respect (self-respect and respect from others)
35
Expectancy Theory
Assumption that motivation depends on how much a person wants something AND how likely they are to get it
36
Extrinsic Rewards
Benefits/recognition received from someone else
37
Flextime
Employees choose their start and end times
38
Human Relations
Study of the behaviour of employees at work
39
Hygiene Factor
Part of Herzberg’s theory that relates to work setting rather than the content of the work (wages, conditions, policies, security)
40
Intrinsic Rewards
Personal satisfaction felt after achieving a goal
41
Job Enlargement
Adding more tasks to a job
42
Job Enrichment
Adding opportunities for achievement and advancement to a job
43
Job Rotation
Employees can move from one job to another (to eliminate boredom)
44
Job Sharing
One full-time job shared by two part-time employees
45
Maslow’s Hierarchy
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
Morale
Employee’s attitude toward their job
47
Motivation
Inner drive that helps a person reach their goals
48
Motivational Forces
Part of Herzberg’s theory that relates to the content of the work itself (recognition, responsibility)
49
Physiological Needs
Most basic human needs to be satisfied (water, food, shelter)
50
Security Needs
Need to protect oneself from physical and economic harm
51
Self-Actualization Needs
Need to be the best you can be (top level)
52
Social Needs
Need for love, friendship, and acceptance
53
Theory X
Assumed that workers generally dislike work and must be forced to do their jobs
54
Theory Y
Assumed that workers like to work and that they will seek our responsibility
55
Theory Z
Stresses employee participation in all aspects of decision making at work
56
Affirmative Action Programs
Legal plans that try to increase job opportunities for minority groups
57
Arbitration
A third party is brought in to settle the dispute
58
Benefits
Nonfinancial forms of compensation (pension, health plans, paid vacations)
59
Bonuses
Incentives offered to employees to further increase productivity
60
Boycott
A labor tactic that attempts to keep people from purchasing the products of a company
61
Collective Bargaining
Negotiation process where management and unions reach an agreement about compensation, working hours, and conditions
62
Commission
Compensation where employee’s are payed a fixed amount based on their sales
63
Conciliation
Resolving labour and management differences where a third party is brought in to keep both sides talking
64
Development
Training that expands the skills of managers
65
Diversity
Different ages, genders, races, ethnicities in the workplace
66
Human Resources Management
Training people to fill organizational needs
67
Job Analysis
Getting specific information about a job (specific tasks, necessary abilities and knowledge)
68
Job Description
Written explanation of a job, includes job title, duties, working conditions
69
Job Specification
Description of the qualifications needed for a job (education, experience)
70
Labour Contract
Written document that outlines that relationship between the union and management for a period of time
71
Labour Unions
Organizations of employees formed to deal with employers to achieve better pay, hours, and conditions
72
Lockout
Management’s version of a strike (employees can’t work because work is closed)
73
Mediation
Third party is brought in to suggest a solution to the problem
74
Orientation
Introducing new employees to fellow employees, procedures, and the space itself
75
Picketing
Union members march and carry signs at the employer’s plant
76
Profit Sharing
A percentage of company profits to employees who helped to generate the profits
77
Recruiting
Forming a pool of qualified applicants where management can select employees
78
Salary
Financial reward calculated on a weekly, monthly, or annual basis
79
Selection
Collecting information about applications and using it to make hiring decisions
80
Separations
Employment changes (resignation, retirement, termination, layoff)
81
Strikebreakers
People hired by management to replace striking employees (aka “Scabs”)
82
Strikes
Employees walk off the job
83
Title VII of the Civil Rights Act
Law that prohibits discrimination in employment
84
Training
Teaching employees to do specific tasks
85
Transfer
Moving to another job within a company
86
Turnover
Employees quit or are fired
87
Wage/Salary Survey
Study that tells a company how much compensation similar firms are paying for jobs that they have in common
88
Wages
Financial rewards based on hours worked

Global Business (3 decks)

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