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MGT330 Glossary, Test and quizzes
Glossary
360-degree assessment technique A process that involves an employee ch oosing from 6 to 12 other people to evaluate him or her; after these people anonymousl y fill out performance assessment forms, the results are then tabulated. activity ratios Ratios that assist managers in understanding how well certain comp any activities are being carried out. adhocracy Organizations that are organic and dynamic in nature and have limited fo rmalization and standardization; they also tend toward decentralized decision making. adjourning The process that occurs when members prepare to disband the group. at-will employment A policy by which workers are free to sell their labor services to any employer, and employers may employ whomever they prefer and terminate that employment arrangement at any time and for any reason. auditing An assessment of a person, organization, system, process, operation, projec t, or product. authority The right to direct with permission to act. balance sheet A report on investing and business financing activities of the organiz ation. boundaryless organization One that consists of individuals working together on projects from various companies and institutions with less regard to traditional borde rs. budget An annual financial plan. centralization/decentralization The degree of delegation of decision making , authority, and power within an organization. chief executive officer (CEO) An organization's most senior manager. classical era A period in management literature between the 1880s and 1920s, wh en original writings and innovations were created. coaching A process by which an expert observes the employee in his or her job over a period of weeks or months and provides continuous feedback and guidance on how to
improve. communication The sequence of transmitting, receiving, and processing informati on. concurrent controls Control systems that manage problems as they are encount ered. consideration A leadership behavior that expresses concern for employees by esta blishing a warm, supportive, friendly climate. constant controls Controls that regulate organizational activities on a continual b asis, which means that any time any of these standards are not met, the management te am immediately reacts with corrective action. content theories Explanations of the specific factors that motivate people, most n otably in the area of human needs. contingency planning Preparing and developing "what if?" plans for unforeseen events. controlling The process of evaluating performance against established goals and cre ating methods appropriate to take corrective action to maintain or improve performanc e in any area of the organization. core competence The most proficiently performed internal activity that is central to the firm's strategy and competitiveness. Delphi technique A panel of experts who seek to predict what kinds of technologi cal breakthroughs might occur and when such breakthroughs will take place. departmentalization The organizing of people into different departments or divi sions in which collections of tasks are placed together, such as accounting, marketing, an d production. discipline A form of training that enforces organizational rules. distinctive competence Something a company performs at a level that is better than that of all its rivals. divisional structure An organizational structure featuring a set of autonomous u nits, each typically a machine bureaucracy unto itself, coordinated by a central headquar ters. effectiveness Measures the company's efforts to achieve the goals that will allow it
forming The process that occurs when members get oriented to the group and start getting to know each other. front-line managers Managers who supervise entry-level employees. goal What an individual is trying to accomplish; the object or aim of an action. governmental organizations Organizations dedicated to providing the public services not offered by for-profit and nonprofit organizations. grievances Formal complaints filed by workers with management. group A collection of two or more people interacting who share collective norms and goals and have a common identity. group cohesiveness The degree of goal commitment, conformity, cooperation, a nd group control over members that exists. groupthink A phenomenon that results when group pressures for conformity beco me so intense that the group avoids any unusual, minority, or unpopular views. hierarchy of needs Model created by Abraham Maslow that depicts human need s advancing from basic needs to complex, higher order needs. host country employee Someone who lives in a foreign country where work wil l be performed who oversees the activities in that nation. human relations movement A movement in management literature that gain ed momentum in the late 1920s; its primary focus was on people rather than solely on p roductivity. human resource planning The process of analyzing and preparing for future p ersonnel needs. humanism Perspective supported by Abraham Maslow that suggests the basic inner nature of a person is inherently good. informal communication Messages that travel through social interactions amo ng employees. informal group A group that emerges without the endorsement of organizational l eaders. information richness The potential information-carrying capacity of a communic ation channel.
initiating structure A leadership behavior that organizes and defines what group members should be doing. instrumentality An employee's belief that successful performance will be followed by rewards and other desirable outcomes. job A set or series of tasks performed by an individual on behalf of an organization. job analysis The process of assigning tasks to jobs. job description A formal list of tasks and duties performed in a job. job specification A document that identifies the eligibility requirements or qualific ations needed to perform a job. kinesic cues Messages communicated by nonlinguistic body language or movemen ts. leadership Influencing behaviors in organizations. leading In a business context, consists of all activities undertaken to help people achi eve the highest level of performance. leverage ratios The ratios used to measure company debt and company risk. line managers Managers who are directly responsible for a product line or delivery of a service by the organization. liquidity ratios The ratios designed to make sure the company has enough money on hand. machine bureaucracy A form of organizational structure featuring highly routin e operating tasks typically grouped together into functional departments with high form alization, central authority, and the decision making that flows through a chain of comm and. management All the techniques used to lead the human resources in an organizati on to become productive. management by objectives A participative annual goal-setting program used i n both planning and control systems. management functions Planning, organizing, staffing, leading, and controlling h uman and other resources to achieve organizational goals. management information system A group consisting of the people and tec
organization A collection of people who work together and coordinate their action s to achieve a wide variety of goals or desired future outcomes. organization chart A chart that provides box-and-line illustrations representing t he formal relationships of positions of authority and the organization's official divisions of labor. organizational design The process by which managers make specific organizing choices that result in the particular kind of organizational structure they will use. organizational structure A formal system of task and reporting relationships th at coordinates the activities of members so that they work together to achieve organiza tional goals. performing The stage that occurs when members focus on solving problems and co mpleting their assigned tasks. periodic controls Control systems that assess organizational activities on a regular ly scheduled basis. Planning is the process by which managers choose appropriate organizational goals and identify co urses of action to best reach those goals. power Control over formal and informal means of influence. professional bureaucracy An organizational structure in which professionals s elf-impose standardization and formalization, often in compliance with governing bodies . profit-seeking organizations (also known as for-profit or busine ss organizations) Organizations that deliver goods and services that offer value to consumers in exchange for money, normally expressed as sales and other revenues. profitability ratios The ratios used to measure company financial success. program A set of planning projects designed to change a company's direction. project A plan for a single-time activity. promote from within A policy that gives priority to advancing current employees to higher ranks. refreezing What occurs at the conclusion of a persuasive presentation regarding an attitude that includes a call to action to engage in a positive activity.
responsibility (or accountability ) The obligation to complete tasks as assigned b y an employee's immediate supervisor. scientific management A management approach based on analyzing work scie ntifically, selecting workers scientifically, creating cooperation between workers and man agers, and sharing responsibility for organizational outcomes. sexual harassment Unwelcome sexual advances, requests for sexual favors, and other physical or verbal conduct of a sexual nature. share of mind (or consumer awareness) The degree to which consumers are aware of the existence of a company, which inclines them to visit that company or store. simple structure An organizational structure dominated by a strategic apex but ha ving little formalization or complexity; almost everyone reports directly to the owner of t he business, and the organization chart is flat because there are few, if any, reporting lay ers. skills inventory A breakdown of the employee's resume or performance record int o sets of strengths and talents exhibited by the employee. social loafing The behavior that occurs when team members give less effort to a gr oup than they would if working individually. sourcing The methods used to acquire raw materials. staff managers The managers who lead departments that serve in supporting role s, including accounting, human resources, procurement, and logistics. staffing The process of recruiting, selecting, training, evaluating, compensating, and disciplining of employees within the organization. standardization The use of a series of job titles that are exactly the same, and the assignment of workers to perform the same activities. storming The stage that takes place as individual personalities, roles, and conflicts e merge within the group. strategic goals The long-term, sweeping targets a company seeks to pursue. strategic human resource management (SHRM) A process in which al l staffing activities are fully integrated into a program designed to help the overall organi zation achieve its strategic objectives. strategic management Coordinating the efforts of all levels of management int
William Ouchi that proposes a workplace environment that meets employee needs, offe rs secure employment, and seeks to create high levels of trust and responsibility. third-party national Someone who does not live in either the home or host coun try. transformational leaders Individuals who engender trust, seek to develop lead ership in others, exhibit self-sacrifice, and serve as moral agents; they focus themselves and their followers on objectives that transcend the more immediate needs of the work group. unfreezing A process that involves convincing the audience that their previously hel d perspectives or attitudes have flaws or may create problems in some way that begins with capturing attention. union A formal association of workers that promotes the interests of its members thro ugh collective action. valence The value an employee assigns to the possible rewards and other work- related outcomes. Test Ch 1 : Introduction to Management: Achieving Form through Function a. TRUE b. FALSE Percentage: 60% FALSE Explanation: Every organization, regardless of size, has a leader and some form of hierarchy, which is one characteristic of an organization. If an organization expands, its hierarchy of authority typically becomes more complex and multi-layered. TRUE
**2. Organizational science is based on the theory that human beings strive to be better and to be true to themselves while performing meaningful work.
- A small, rudimentary organization does not need a hierarchy of authority.**
1. Costco uses all of the following approaches to worker staffing EXCEPT Explanation: Organizational science is a systematic study of how humans behave within organizations, whereas Abraham Maslow?s hierarchy of needs is a form of humanism that says that human beings strive to be better and to be true to themselves while performing meaningful work. a. FALSE b. TRUE Explanation: Any kind of organization?profit, non-profit, or governmental?needs to have a management structure that coordinates the five management functions of planning, organizing, staffing, leading, and controlling. Test Ch 1 : Introduction to Management: Achieving Form through Function Date Percentage: 80% a. sponsoring graduate business courses for employees. b. paying higher than average hourly wages. **Review this content to learn more.
- The contingency theory of management claims that interrelated systems are contingent upon one another to work together in a holistic manner.** FALSE Explanation: The contingency theory of management states that there is no one best way to manage, motivate, or lead. In other words, flexible approaches are necessary, depending upon goals, employees, and economic, political, and social forces. It is the systems theory of management that sees an organization as a set of interrelated parts that work together in a holistic manner. TRUE **4. Any organization?no matter why it exists or whether it is profit-driven?relies on the management functions of planning, organizing, staffing, leading, and controlling.
- In most organizations, workers report to middle managers, who in turn report to front-line managers, who then report to executive managers.** FALSE Explanation: The hierarchy of management states that workers report to front-line managers, who report to middle managers, who report to executive managers. Front-line managers watch over daily goals. Middle managers, or supervisors, look at long-range objectives set by executive management. TRUE
d. e. Activities and results are coordinated among members. This attempt took 55 minutes. Only % of business organizations survive more than two years. 5 10 15 20 In assessing a company’s environment, SWOT analysis stands for Question 1
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the pilot of a Delta commercial flight the supervisor of the shoe department at Vale?s Department Store Explanation: A front-line manager is a supervisor who directs the daily activities of a department or area of an organization. A front-line manager generally oversees short-term goals. the chief operating officer of Angel?s Food Banks the head gardener at Descanso Library and Gardens Review this content to learn more. Question 2
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5. Which of the following are examples of front-line managers? Select all that apply.
staffing, workplace, operations, and threats strengths, weaknesses, opportunities, and threats strengths, weaknesses, openings, and trends staffing, workplace, opportunities, and trends Which of the following is NOT a characteristic of organization? All organizations need at least one member. All organizations have a hierarchy of authority. All organizations divide tasks among their members. All the members of an organization share a common purpose or goal. Depending on its goals, an organization can be classified as for-profit, mature, or social good Question 4
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Question 3
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Line managers are directly in charge of the production and delivery of products and services, while staff managers are in charge of support activities. Line managers have the authority to make decision and have subordinates, while staff managers are subordinate to line managers and have limited authority. Which of the following is NOT a skill the authors say managers must have to be successful? technical knowledge creativity human relations skills critical thinking skills Which of the following people do NOT represent an example of a front- line manager? Sari, officer manager at Surrey Texts, a very large publisher Nathaniel, director of the Best Little Gym’s accounts payable department Question 7
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Question 8
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Maya, chief operating officer at Yulu, a small company that makes candles Susan, a crew chief for Skyway Airline Which of the following is NOT one of the steps involved in managerial planning? Examine the company’s internal and external environments. Determine which goals to pursue. Choose strategies, tactics, and operational plans to achieve goals. Correct Answer Measure performance at the strategic, tactical, and operational level. The answer can be found in Section 1.3, The Five Management Functions. Costco has been successful in part due to its unique approach to staffing. Which of the following statements correctly explains its approach in this area? Costco promotes employees with in-store experience and sponsors them to take graduate-level business courses. Question 9
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Question 10
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a. FALSE Explanation: An organization?s planning stage includes drafting equally important mission and strategic vision statements. Both elements are as important as ever to a company?s success. b. TRUE Test Ch 3: The Organizing Function Percentage: 80% a. TRUE b. FALSE Explanation: The parity of authority and responsibility is a principle that holds that anyone who holds a position of authority should be held accountable for how that authority is used. In other words, anyone who is responsible for an outcome should have sufficient authority to carry it out.
**4. An organization?s mission statement is more important than its vision statement. Review this content to learn more.
- A ?broad differentiation strategy? is a competitive plan in which a company offers a unique product or service, compared to its competitors.
- GeoMobile is a car company with home offices in the U.S. and Germany, factories in India and Mexico, and distribution hubs in Australia and Canada. It would make most sense to departmentalize GeoMobile by geographical region.** FALSE Explanation: Departmentalization by geographic region is best used by branch banking, retail chains, franchise operations, and other organizations that are divided by territories or regions. Because of GeoMobile?s multinational nature, it would be better organized by matrix. TRUE Review this content to learn more. FALSE TRUE Explanation: A broad differentiation strategy helps a company compete by offering a unique product or service when compared to its competitors. Differentiation can mean ?different and/or better,? which often results in selling an item at a higher price, due to its superior quality or exclusivity. 2. French management expert Henri Fayol was among the first to describe the parity of authority and responsibility, which is a principle that holds that no one may exert authority without the permission of their peers.
**3. A job is a subset of a task.
- People are inherently predisposed to use organizational tactics and** **strategies.
- Recent airline mergers have resulted in four major U.S. airlines having 85 percent of the domestic market share. This statement is a(n) of the airlines environment. (Select all that apply.)** b. TRUE Explanation: Jobs are comprised of a series of tasks, which are smaller chores that are typically completed over the course of a day. a. FALSE TRUE Explanation: People are predisposed to cooperate with each other; even the earliest humans worked together in order to survive. The authors say that the organizing process flows naturally from this human tendency to seek cooperation and collaboration. FALSE Test Ch 2: The Planning Function of 5 Percentage: 80% TRUE Explanation: An adhocracy is a task force or cross-functional team that is flexible, adaptable, dynamic in nature, and has limited formalization and standardization; it is a decentralized group composed of a variety of highly skilled individuals that come together for the life of a specific project. FALSE 5. Brighton Development creates a task force composed of an engineer, a policy analyst, a public relations expert, and an urban planner who are tasked with finding a solution to increased pollution and homelessness in the city. This task force is a good example of an adhocracy. a. b. tactical assessment Explanation: A functional, or tactical, analysis of an industry assesses internal functions, or departments, of that environment. Examples are analyses of marketing (e.g., market share and brand loyalty), production (e.g., costs and on-time delivery), and information technology (e.g.,
