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Fundamentals of Business > Unit 3- Organizational Functions and Values > Flashcards

Unit 3- Organizational Functions and Values Flashcards

1
Q

Five common departments in an organization

A

R & D, HR, IT, Accounting and finance, Marketing

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2
Q

Face of the company, Customer and market research, target market identification, branding, advertising

A

Role of Marketing Department

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3
Q

Deals with all employee-related issues, labor-law compliance, recruitment and onboarding, payroll compensation, benefits, internal relations, training and development, safety and maintenance

A

Role of Human Resources

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4
Q

Product improvisation, invest in innovation, new product development

A

Role of Research and Development

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5
Q

Accounts payable, accounts receivable, revenue tracking, payroll and taxes, financial reporting, financial controls

A

Role of Accounting and Finance Department

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6
Q

Deals with all technology issues, oversight, infrastructure, functionality

A

Role of Information Technology

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7
Q

Management’s initiative to design work processes so they align with organization’s strategic goals

A

Process Management (Business Process Management- BPM)

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8
Q

Components of BPM

A

Analyzing, optimizing, monitoring business processes to improve business performance, automating work processes through technology, standardize decision-making and work-flow procedures

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9
Q

Governs how an organization maintains relationships with an audience (BTB, BTC)

A

Relationship management

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10
Q

Top-Management Job Titles

A

President, CEO, Executive Vice President

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11
Q

Middle-Management Job Titles

A

Department, Plant, Division Managers

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12
Q

Front-line/First Management

A

Floor supervisors, foremen, office managers

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13
Q

Manager Responsibilities

A

planning, organizing, implementing strategies, motivating and evaluating employees- direct- circles of POWER

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14
Q

3 core functions of a manager

A

Interpersonal, informational, decisional

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15
Q

Relationship building, communication internally and externally, role model for employees, inspiration, evaluate and provide constructive feedback, train/mentor employees, motivate employees

A

Interpersonal Roles

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16
Q

Gather, analyze, disseminate information above and below

A

Informational Role

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17
Q

Make decisions, allocate resources, negotiate, react to situations, plan ahead to implement strategies

A

Decisional Role

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18
Q

Management Skills

A

Technical, Communication, Analysis

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19
Q

Understand the tools, techniques, procedures of their department, understand skills and processes, identify issues and give solutions, deal with everyday challenges

A

Technical Skills

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20
Q

Listen and understand employee issues, motivational factors and team’s group dynamics, establish cordial relationships, convey meaning, negotiate, mediate, handle conflict

A

Communication Skills

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21
Q

Comprehend, visualize, analyze abstract knowledge and concepts, change direction, improve organizational performance, see organizations as a whole and understand how various functions in an organization relate

A

Analysis Skills

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22
Q

Act of influencing others to work toward a goal- create circles of influence

A

Leadership

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23
Q

Position of authority from organizational structure- long-term success comes from ability to influence others

A

Formal leader

24
Q

No position of authority- strength of conviction and charisma- can be anybody in an organization

A

Informal leader

25
Q

Someone who uses personal skills to contribute to a team

A

Individual contributor

26
Q

Shared values, beliefs, norms of an organization that affect strategies and operating procedure of a business; motivates and unifies employees and allows organization to adapt to environment

A

Organizational Culture

27
Q

Framework for assessing organizational culture and organizational dynamics

A

Competing Values Framework (CVF)

28
Q

Parts of CVF

A

Clan, Hierarchy, Adhocracy, Market

29
Q

Family-oriented, flexible, less-structured, more extensive hierarchy

A

Clan (small start-up businesses)

30
Q

Internally focused on internal processes and procedures, less flexible, more structure, control, predictability

A

Hierarchy (Govt. agencies, military)

31
Q

Externally focused on competition and profits, goal-oriented, competitive, less flexible

A

Market (GE, Security Companies)

32
Q

More flexible and more responsive to external forces, characterized as dynamic, entrepreneurial, creative workplaces, take risks, change/agility

A

Adhocracy (technology businesses)

33
Q

Two axes of CVF Model

A

External vs. Internal focus, functions better as stable/controlled environment vs. flexible/changing environment

34
Q

Framework or legal structure of business- organizational chart, hierarchy, formal system of roles/authority

A

Organizational Structure

35
Q

Top-down hierarchy, rigid departmentalization, suited for stable environments with low uncertainty, formal rules, structured decision-making

A

Mechanistic Structure

36
Q

Flexible, few rules, two-way communication, shared tasks, fluidity, wider span of control, suited for unstable, complex, changing environments

A

Organic Structure

37
Q

McKinsey 7s Model

A

Shared values- structure, systems, style, staff, skills, strategy

38
Q

3 inter-related dynamic processes

A

Attraction, Selection, Attrition

39
Q

Being attracted to organizations that align with personal values and personality

A

Attraction

40
Q

Select people with skills and values similar to existing members- usually based on fitting in with culture, not job-type

A

Selection

41
Q

Leaving a job, especially due to personal-organization misfit

A

Attrition

42
Q

Degree to which person’s values, personality, goals, etc. match those of organization

A

Person-Organization Fit

43
Q

Degree to which person’s skills, knowledge, abilities, etc. match job demands

A

Person-Job Fit

44
Q

Person’s feelings, thoughts, behavioral patterns

A

Personality

45
Q

Big 5 Personality Traits (OCEAN)

A

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism

46
Q

Trait of being curious, original, creative, open to new ideas

A

Openness

47
Q

Best fit for openness trait

A

Adhocracy

48
Q

Trait of being organized, punctual, dependable

A

Conscientiousness

49
Q

Best fit for conscientiousness

A

Hierarchy

50
Q

Trait of being outgoing, friendly, sociable

A

Extraversion

51
Q

Best fit for extraversion

A

Market

52
Q

Trait of being tolerant, sensitive, trusting, kind

A

Agreeableness

53
Q

Best fit for agreeableness

A

Clan

54
Q

Trait of being anxious, moody, irritable

A

Neuroticism

55
Q

Qualities of most effective leaders

A

Open to new info and experiences, organized, friendly, assertive

56
Q

Level in which person’s traits align with organization’s culture

A

Cultural Alignment

Fundamentals of Business (5 decks)

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