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
BA115 Test 2
Ch 7 and 8 terms
| Question | Answer |
|---|---|
| the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources | management |
| a management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives | planning |
| a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization's goals and objectives | organizing |
| creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization's goals and objectives | leading |
| a management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not | controlling |
| an encompassing explanation of why the organization exists and where it's trying to head | vision |
| an outline of the fundamental purposes of an organization | mission statement |
| the broad, long term accomplishments and organization wishes to attain | goals |
| specific, short term statements detailing how to achieve the organization's goals. | objectives |
| a planning tool used to analyze an organization's strengths, weakness, opportunities, and threats | SWOT analysis |
| the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals | strategic planning |
| the process of developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done | tactical planning |
| the process of setting work standards and schedules necessary to implement the company's tactical objectives | operational planning |
| the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organization's objectives | contingency planning |
| choosing among two or more alternatives | decision making |
| the process of solving everyday problems that occur; less formal than decision making and usually calls for quicker action | problem solving |
| coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas | brainstorming |
| listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column | PMI |
| a visual device that shows relationships among people and divides the organization's work; it shows who reports to whom | organization chart |
| highest level of management, consisting of the president, and other key company executives who develop strategic plans | top management |
| the level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling | middle management |
| managers who are directly responsible for supervising workers and evaluating their daily performance | supervisory management |
| skills that involve the ability to perform tasks in a specific discipline or department | technical skills |
| skills that involve communication and motivation; they enable managers to work through and with people | human relations skills |
| skills that involve the ability to picture the organization as a whole and the relationship among its various parts | conceptual skills |
| a management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives | staffing |
| the presentation of a company's facts and figures in a way that is clear and apparent to all stakeholders | transparency |
| leadership style that involves making managerial decisions without consulting others | autocratic leadership |
| leadership style that consists of managers and employees working together to make decisions | participative (democratic) leadership |
| leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives | free-rein leaders |
| giving workers the education and tools they need to make decisions | enabling |
| finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm | knowledge management |
| dealers, who buy products to sell to others, and ultimate customers (or end users),who buys products for their own personal use | external customers |
| individuals and units within the firm that receive services from other individuals or units | internal customers |
| the situation in which companies can reduce their production costs if they can purchase raw materials in bulk; the average cost of goods goes down as production levels increase | economies of scale |
| a system in which one person is at the top of the organization and there is a ranked or sequential ordering from the top down of managers who are responsible to that person | hierarchy |
| the line of authority that moves from the top of a hierarchy to the lowest level | chain of command |
| an organization with many layers of managers who set rules and regulations and oversee all decisions | bureaucracy |
| an organization structure in which decision making authority is maintained at the top level of management | centralized authority |
| an organization structure in which decision making authority is delegated to lower-level managers more familiar with local conditions than headquarters management could be | decentralized authority |
| the optimal number of subordinates a manager supervises or should supervise | span of control |
| an organization structure in which the pyramidal organization chart would be quite tall because of the various levels of management | tall organization structure |
| an organization structure that has few layers of management and a broad span of control | flat organization structure |
| the dividing of organizational functions into separate units | departmentalization |
| an organization that has direct two way lines of responsibility, authority, and communication running from the top to the bottom of the organization, with all people reporting to only one supervisor | line organization |
| employees who are part of a chain of command that is responsible for achieving organizational goals | line personnel |
| employees who advise and assist line personnel in meeting their goals | staff personnel |
| an organization in which specialist from different parts of the organization are brought together to work on specific projects but still remain part of a line and staff structure | matrix organization |
| groups of employees from different departments who work together on a long term basis | cross-functional self-managed teams |
| using communications technology and other means to link organizations and allow them to work together on common objectives | networking |
| the present moment or the actual time in which something takes place | real time |
| a temporary networked organization made up of replaceable firms that join and leave as needed | virtual company |
| comparing an organization's practices, processes, and products against the world's best | benchmarking |
| those functions that the organization can do as well as or better than any other organization in the world | core competencies |
| young people who have grown up using the internet and social networking | digital natives |
| redesigning an organization so that it can more effectively and efficiently serve its customers | restructuring |
| an organization that has contact people at the top and the chief executive officer at the bottom of the organization chart | inverted organization |
| widely shared values within an organization that provide unity and cooperation to achieve common goals | organization (or corporate) culture |
| the structure that details lines of responsibility, authority, and position; that is the structure shown on organization charts. | formal organization |
| the system that develops spontaneously as employees meet and form cliques, relationships, and lines of authority outside the formal organization | informal organization |
Created by:
forevermoody
Popular Business sets