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
Someone who uses personal skills to contribute to a team
Individual contributor
26
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
Organizational Culture
27
Framework for assessing organizational culture and organizational dynamics
Competing Values Framework (CVF)
28
Parts of CVF
Clan, Hierarchy, Adhocracy, Market
29
Family-oriented, flexible, less-structured, more extensive hierarchy
Clan (small start-up businesses)
30
Internally focused on internal processes and procedures, less flexible, more structure, control, predictability
Hierarchy (Govt. agencies, military)
31
Externally focused on competition and profits, goal-oriented, competitive, less flexible
Market (GE, Security Companies)
32
More flexible and more responsive to external forces, characterized as dynamic, entrepreneurial, creative workplaces, take risks, change/agility
Adhocracy (technology businesses)
33
Two axes of CVF Model
External vs. Internal focus, functions better as stable/controlled environment vs. flexible/changing environment
34
Framework or legal structure of business- organizational chart, hierarchy, formal system of roles/authority
Organizational Structure
35
Top-down hierarchy, rigid departmentalization, suited for stable environments with low uncertainty, formal rules, structured decision-making
Mechanistic Structure
36
Flexible, few rules, two-way communication, shared tasks, fluidity, wider span of control, suited for unstable, complex, changing environments
Organic Structure
37
McKinsey 7s Model
Shared values- structure, systems, style, staff, skills, strategy
38
3 inter-related dynamic processes
Attraction, Selection, Attrition
39
Being attracted to organizations that align with personal values and personality
Attraction
40
Select people with skills and values similar to existing members- usually based on fitting in with culture, not job-type
Selection
41
Leaving a job, especially due to personal-organization misfit
Attrition
42
Degree to which person's values, personality, goals, etc. match those of organization
Person-Organization Fit
43
Degree to which person's skills, knowledge, abilities, etc. match job demands
Person-Job Fit
44
Person's feelings, thoughts, behavioral patterns
Personality
45
Big 5 Personality Traits (OCEAN)
Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism
46
Trait of being curious, original, creative, open to new ideas
Openness
47
Best fit for openness trait
Adhocracy
48
Trait of being organized, punctual, dependable
Conscientiousness
49
Best fit for conscientiousness
Hierarchy
50
Trait of being outgoing, friendly, sociable
Extraversion
51
Best fit for extraversion
Market
52
Trait of being tolerant, sensitive, trusting, kind
Agreeableness
53
Best fit for agreeableness
Clan
54
Trait of being anxious, moody, irritable
Neuroticism
55
Qualities of most effective leaders
Open to new info and experiences, organized, friendly, assertive
56
Level in which person's traits align with organization's culture
Cultural Alignment