Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
BM250
Exam 1
| Question | Answer |
|---|---|
| What is Effectiveness? | Accomplishing tasks that help fulfill organizational objectives. IE Customer Service and Satisfaction |
| What is Efficiency? | Getting work done with a minimum of effort, expense or waste. |
| What is Leading? | Inspiring and motivating workers to work hard to achieve organizational goals. |
| What are FOUR responsibilities of top managers? | 1. Create a context for CHANGE. 2. Develop employee's COMMITMENT to and ownership of the company's performance. 3. Create positive organizational CULTURE through language and action. 4. Monitor the business ENVIRONMENT. |
| What are FOUR responsibilities for middle managers? | 1. Plan and allocate RESOURCES to meet objectives. 2. COORDINATE and link groups, departments, and divisions within a company. 3. Monitor and manage SUBUNIT PERFORMANCE. 4. IMPLEMENT STRATEGIES generated by top managers. |
| What are FOUR responsibilities for first-line managers? | 1. TEACH AND TRAIN employees. 2. Create SCHEDULES for based on middle management's plans (results within 2 weeks). 3. FACILITATE daily operations 4. SUPERVISE NON-MANAGERIAL employees. |
| According to Mintzberg, what are the THREE major roles of managers? | 1. Interpersonal roles (Figurehead, leader, liaison). 2. Informational roles (Monitor, disseminator, spokesperson). 3. Decisional roles (Entrepreneur, negotiator, resource allocator). |
| What are the most important skills for lower-level managers? | Technical Skills (page 14, paragraph 2). |
| What is Motion Study? Who studied this topic? | 1. Breaking a task or job into separate motions and eliminating anything repetitive or unnecessary. 2. Frank GILBRETH. |
| What is Time Study? Who studied this topic? | 1. Setting a standard time after allowing for rest for a task to be accomplished. 2. Frederick TAYLOR. |
| What is Weber's definition of BUREAUCRACY? | "The exercise and control on the basis of knowledge." |
| What is Administrative Management according to FAYOL? | 1. PLANNING 2. ORGANIZING 3. LEADING 4. CONTROLLING |
| What does a systems view of management allow managers to do? | It allows managers to view a complex organization as many subsystems within a larger system. This encourages managers to seek out SYNERGY between subsystems where 1 + 1 = 3. |
| How does synergy in a system occur? | When two or more subsystems can work together to produce more than working separately. 1 + 1 = 3 |
| What type of company would face a dynamic environment? | Video game producers such as EA Sports. |
| What is resource scarcity? | The abundance or shortage of critical resources in an organization's external environment. |
| When companies engage in a competitive analysis, what is typically ignored? | They fail to identify potential competitors, and underestimate competitor's capabilities. |
| What can be the result of a high degree of buyer or seller dependence? | It can lead to OPPORTUNISTIC BEHAVIOR, in which one party benefits at the expense of the other. |
| What type of advocacy group tactic could cause a business to fail? | Product Boycott |
| What are the FOUR characteristics of successful organizational cultures? | Consistency Adaptability Clear Vision Employee Involvement |
| What are the SEVEN U.S. Sentencing Commission Guidelines? | 1. ESTABLISH 2. ASSIGN 3. DELEGATE 4. ENCOURAGE 5. TRAIN 6. ENFORCE 7. IMPROVE |
| What is Ethic Intensity? | The degree of concern people have about an ethical issue. |
| What are Kohlberg's stages of Moral Development (3 major, 6 sub)? | Major: Pre-conventional, Conventional, Post-conventional Sub: PreCon: Punishment/Obedience (1); Instrumental Change (2) Conventional: Good Boy/Girl (3); Law/Order (4) Post-Con: Social Contract (5); Universal (6) |
| For what purpose(s) can managers use integrity tests? | To selectively hire and promote people who will be more ethical. Overt Integrity Test Personality Based Integrity Test |
| Why is it difficult for an employee to assume the role of whistleblower? | Potential Whistleblowers often fear they, and not the ethics violators, will be punished. Most significant deterrent to whistleblowers is inaction on the complaints. |
| Why are secondary stakeholders important to a company? | They can affect public perceptions and opinions about a company's socially responsible behavior. |
| What are FOUR benefits of planning? | 1. Intensified effort 2. Persistence 3. Direction 4. Creation of task strategies |
| What are THREE pitfalls of planning (according to the text)? | 1. Impedes change 2. Creates a false sense of security 3. Detachment of planners. |
| SMART Goals | (S)pecific (M)easureable (A)ttainable (R)ealistic (T)Timely |
| What is a vision statement? (Purpose) | A statement of a company's purpose or reason for existing. |
| Who is responsible for creating tactical plans? | Middle management |
| What are the THREE types operational plans? | 1. Single-use plans 2. Standing plans 3. Policies and Procedures |
| When does groupthink occur? | In a highly cohesive group when group members feel intense pressure to agree with each other so that the group can approve a proposed solution. |
| What are the FOUR rules for effective brainstorming? | 1. The more ideas, the better. 2. All ideas, no matter how crazy, are acceptable. 3. Use other ideas to come up with even more ideas. 4. No criticism or evaluation is allowed. |
| Does the size of an enterprise give it a sustainable competitive advantage? | No. An enterprise must have VALUABLE resources, RARE resources, IMPERFECTLY IMITABLE resources and NON-SUBSTITUTABLE resources to give it a sustainable competitive advantage. Any combination of these four can provide a TEMPORARY advantage. |
| What is Competitive inertia? | A reluctance to change strategies or competitive practices that have been successful in the past. |
| What is Strategic dissonance? | A discrepancy between a company's intended strategy and the strategic actions managers take when implementing that strategy. |
| What are some examples of Unrelated diversification? | Purchasing or creating businesses that are completely unrelated. Samsung's businesses in electronics, machinery, chemicals, financial services. |
| What are Michael Porter’s 5 industry forces (for long-term profitability)? | 1. Character of Rivalry 2. Threat of New Entrants 3. Bargaining Power of Suppliers 4. Bargaining Power of Buyers 5. Threat of Substitute Products/Services |
| What are the THREE types of positioning strategies? | 1. Cost Leadership 2. Differentiation 3. Focus Strategy |
Created by:
spendo02
Popular Management sets