Bus1100 Exam 2 Ch 5-

Front 1

• WHO ARE MANAGERS? WHERE CAN YOU FIND MANAGERS? WHAT DO MANAGERS DO?

Back 1

You can find managers anywhere, the manage certain aspects of business
Analyzing their competitive environments and planning, organizing, directing, and day-to-day operations.

Front 2

PLANNING

Back 2

Management process of determining what an organization needs to do and how best to get it done

Front 3

• GOALS / SHORT-TERM, INTERMEDIATE, LONG-TERM

Back 3

Short term- goal set for very near future
Intermediate goal- goal set for a period of one to five years into the future
Long term goal- goal set for an extended time typically five years or more into the future

Front 4

• STRATEGY / STRATEGIC PLAN

Back 4

Strategic plan- plan reflecting decisions about resources allocations, company priorities and steps needed to meet strategic goals.

Front 5

• TACTICS / TACTICAL PLAN

Back 5

Tactical plan- Generally short-term plan concerned with implementing specific aspects of a company’s strategic plans

Front 6

• ORGANIZING

Back 6

Organizing- Management process of determining how best to arrange an organization’s resources and activities into a coherent structure

Front 7

• LEADING

Back 7

Leading- Management process of guiding and motivating employees to meet an organization’s objects

Front 8

• CONTROLLING

Back 8

Controlling- management process of monitoring and organization’s performance to ensure that it is meeting its goals

Front 9

• TYPES OF MANAGERS
• TOP, MIDDLE, FIRST-LINE

Back 9

Top Managers-manager responsible for a firm’s overall performance and effectiveness

Middle Managers- Manager responsible for implementing the strategies and working toward the goals set by top managers

First-line Managers - manager responsible for supervising the work of employees

Front 10

• BASIC MANAGEMENT SKILLS
• TECHNICAL, HR, CONCEPTUAL, DECISION-MAKING, TIME MANAGEMENT

Back 10

Technical- skills needed to perform specialized tasks

HR-skills in understanding and getting along with people

Conceptual- abilities to think in the abstract, diagnose and analyze different situation, and see beyond the present situation

Decision- making- skills in defining problems and selecting and best courses of action

Time management skills- skills associated with the productive use of time

Front 11

• STRATEGIC MANAGEMENT

Back 11

Process of helping an organization maintain an effective alignment with its environment

Front 12

• MISSION STATEMENT

Back 12

Organization’s statements of how it will achiee its purpose in the environment in which it conducts its business

Front 13

• SWOT ANALYSIS

Back 13

Identification and analysis of organizational strengths and weaknesses and environmental opportunities and threats as part of strategy formulation
• STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS

Front 14

• CONTINGENCY PLANNING

Back 14

Identification of aspects of a business or its environment that might entail changes in strategy

Front 15

• CRISIS MANAGEMENT

Back 15

Organization’s methods for dealing with emergencies

Front 16

• CORPORATE CULTURE

Back 16

The shared experiences stories, beliefs, and the norms that characterized and organization.

Front 17

• WHAT IS AN ORG STRUCTURE?

Back 17

Org structure- specification of the jobs to be done within an organization and the ways in which they relate to one another

Front 18

• ORG CHART

Back 18

Org chart- Diagram depicting a company’s structure and showing employees where they fit into its operations

Front 19

• CHAIN OF COMMAND

Back 19

Chain of command- Reporting relationships within a company

Front 20

• JOB SPECIALIZATION

Back 20

Job Specialization- process of identifying the specific jobs that need to be done and designating the people who will perform them

Front 21

• CENTRALIZED ORGANIZATION

Back 21

Tall organizational structure- characteristic of centralized companies with multiple layers of management

Front 22

• DECENTRALIZED ORGANIZATION

Back 22

Flat organizational structure- characteristic of decentralized companies with relatively few layers of management

Front 23

• SPAN OF CONTROL

Back 23

Span of control- Number of people supervised by one manager

Front 24

• DELEGATION

Back 24

Delegation- is the process through which a manager allocates work to subordinates

Front 25

• RESPONSIBILITY

Back 25

Responsibility- Duty to perform an assigned task

Front 26

• AUTHORITY

Back 26

Authority- Power to make decisions necessary to complete a task

Front 27

• LINE AUTHORITY

Back 27

Line authority- Organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom

Front 28

• STAFF AUTHORITY

Back 28

Staff authority- authority based on expertise that usually involves counseling and advising line managers

Front 29

• ACCOUNTABILITY

Back 29

Accountability- obligation employees have to their manager for the successful completion of an assigned task

Front 30

• FUNCTIONAL ORG STRUCTURE

Back 30

Functional structure- Organizations structure in which authority is determined by the relationships between group functions and activities

Front 31

DIVISIONAL ORG STRUCTURE

Back 31

Divisional structure- Organizational structure in which corporate divisions operate as autonomous businesses under the larger corporate umbrella

Front 32

MATRIX ORG STRUCTURE

Back 32

Matrix structure- organizational structure created be superimposing one form of structure onto another

Front 33

• INTRAPRENEUR

Back 33

Process of creating and maintaining the innovation and flexibility of a small-business environment within the confines of a large organization.

Front 34

• WHAT IS OPERATIONS MANAGEMENT?

Back 34

Systematic direction and control of the processes that transform resources into finished products that creat value for and provide benefits to customers

Front 35

SUPPLY CHAIN MANAGEMENT

Back 35

-principle of looking at the supply chain as a whole to improve the overall flow through the system

Front 36

• WHAT ARE OPERATIONS?

Back 36

Production makes a product available, Time utility , Utility

Front 37

• THE PRODUCTION OF GOODS AND SERVICES

Back 37

The production of a good or a service is the transforming of raw materials into a product able to sell

Front 38

WHATʼS THE DIFFERENCE BETWEEN GOODS AND SERVICES?

Back 38

The difference between a good and a service would is that a good is something made like a pizza and a service would be the delivery of that pizza.

Front 39

• MADE TO ORDER

Back 39

activates for one-of-a-kind or custom-made production

Front 40

• MADE TO STOCK

Back 40

Activities for producing satirized products for mass consumption

Front 41

• INTANGIBLE

Back 41

It something that cannot be held or not able to touch or stored

Front 42

• LOW CONTACT

Back 42

Would be like the post office, the mail is sorted and delivered with out the customer having to be part of the operations.

Front 43

• HIGH CONTACT

Back 43

To receive the service the customer must be there ,in order for the service to be fulfilled

Front 44

• UTILITY TO THE CUSTOMER

Back 44

Form- production of a need good that can be sold
Time- offer a time when customers will be needing the good
Place- A location where the good will thrive where sold

Front 45

• UTILITY TO THE CUSTOMER

Back 45

Form- production of a need good that can be sold
Time- offer a time when customers will be needing the good
Place- A location where the good will thrive where sold

Front 46

• QUALITY-

Back 46

Toyota cars are reliable have exceeded customer expectations

Front 47

• QUALITY-

Back 47

Toyota cars are reliable have exceeded customer expectations

Front 48

COST-

Back 48

Save-a-lot foods and everyday items offered at savings up to 40% less than conventional food

Front 49

COST-

Back 49

Save-a-lot foods and everyday items offered at savings up to 40% less than conventional food

Front 50

FLEXIBILITY-

Back 50

3M innovation with more that 55k products in a constantly changing line of convince

Front 51

FLEXIBILITY-

Back 51

3M innovation with more that 55k products in a constantly changing line of convince

Front 52

DEPENDABILITY-

Back 52

fedex. Every delivery is fast and on time

Front 53

DEPENDABILITY-

Back 53

fedex. Every delivery is fast and on time

Front 54

NEEDS OF OPERATIONS PLANNING

Back 54

QUALITY, CAPACITY ,LAYOUT LOCATION, METHODS

Front 55

NEEDS OF OPERATIONS PLANNING

Back 55

QUALITY, CAPACITY ,LAYOUT LOCATION, METHODS

Front 56

LOCATION-

Back 56

McDonalds and taco bell being in places of high traffic

Front 57

LOCATION-

Back 57

McDonalds and taco bell being in places of high traffic

Front 58

LAYOUT

Back 58

FUNCTIONAL LAYOUT OF THE STORE

Front 59

LAYOUT

Back 59

FUNCTIONAL LAYOUT OF THE STORE

Front 60

QUALITY

Back 60

combination of characteristics of a product of service that bear on its ability to satisfy stated or implied needs

Front 61

QUALITY

Back 61

combination of characteristics of a product of service that bear on its ability to satisfy stated or implied needs

Front 62

METHODS

Back 62

Improving customer care. Hotel- able to check bill from room so the customer knows what to expect when going to check out

Front 63

METHODS

Back 63

Improving customer care. Hotel- able to check bill from room so the customer knows what to expect when going to check out

Front 64

• OPERATIONS CONTROL - MONITOR RESULTS

Back 64

Process of monitoring production performance be comparing results with plans and taking corrective action when needed

Front 65

• MATERIALS MANAGEMENT

Back 65

Processes of planning, organizing, and controlling the flow of materials from distribution of finished goods

Front 66

• SUPPLIER SELECTION

Back 66

Process of finding and choosing suppliers from whom to buy

Front 67

PURCHASING-

Back 67

acquisition of the materials and services that the firm needs to produce its products

Front 68

TRANSPORTATION

Back 68

activities in transporting resources to the producer and the finished goods to customers

Front 69

• WAREHOUSING

Back 69

Storage of incoming materials for production and finished goods for distribute to customers

Front 70

INVENTORY CONTROL

Back 70

Process of receiving, storing, handling, and counting of all raw materials, partly finished goods , and finished goods

Front 71

• WHAT IS QUALITY CONTROL?

Back 71

Action of ensuring that operations produce product that meet specific quality standards

Front 72

• WHAT ARE LEAN PRODUCTION SYSTEMS?

Back 72

Production system designed for smooth production flows that avoid inefficiencies, eliminate unnecessary inventories, and continent improve production possess

Front 73

• WHAT IS JUST IN TIME (JIT)? WHAT ARE THE BENEFITS?

Back 73

Type of lean production system that bring together all materials at the precise time they are required at each production stage . no need for mass storage

Front 74

• WHY ARE SOME EMPLOYEES MORE PRODUCTIVE THAN OTHERS?

Back 74

They could have better attitudes of work ethics than one else. Or will willing to work overtime and help new workers get use to a new job not a lot of absenteeism

Front 75

• HOW DO YOU GET A GREAT MATCH BETWEEN JOB AND EMPLOYEE?

Back 75

Extent to which a persons contributions and the organizations inducements match one another.

Front 76

• WHAT IS MOTIVATION?

Back 76

Motivation-set of forces that cause people to behave in certain ways

Front 77

• CLASSICAL

Back 77

-Theory holding that workers are motivated solely by money

Front 78

• HAWTHORNE EFFECT-

Back 78

Tendency for productivity to increase when worker believe they are receiving special attention from management

Front 79

Theory x-

Back 79

theory of motivation holding that people are naturally lazy and uncooperative

Front 80

Theory Y-

Back 80

Theory of motivation holding people are naturally energetic, growth-oriented, self-motivated, and interned in being productive .

Front 81

MASLOW'S HIERARCHY

Back 81

Theory of motivations describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy high-level needs

Front 82

EXPECTANCY

Back 82

Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

Front 83

• EQUITY

Back 83

Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others

Front 84

• MBO

Back 84

MBO- Set of procedures involving both managers and subordinates in setting goals and evaluating progress

Front 85

PARTICIPATIVE

Back 85

Participative- method of increasing job satisfaction by giving employees a voice in the management of their jobs and company

Front 86

• WHAT IS JOB ENRICHMENT?

Back 86

Method of increasing job satisfaction by adding one or more motivating factors to the job

Front 87

• WHAT IS JOB REDESIGN?

Back 87

Method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

Front 88

• EXAMPLES OF MODIFIED WORK SCHEDULES?

Back 88

Work sharing- Method of increasing job satisfaction by allowing tow or more people to chare a single full time job
Flextime programs- method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly bias
Telecommuting-form of flex time that allows people to perform some or all of the job away from standard offices settings