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94 Cards in this Set
- Front
- Back
management
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The process of achieving organization objectives through people and other resources.
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technical skills
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The manager's ability to understand and use techniques, knowledge, and tools and quimpment of a specific discipline or department.
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human skills
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Interpersonal skills that enable a manager to work effectively with and through people.
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conceptual skills
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Determine a manager's ability to see the organization as a unifed whole and to understand how each part of the overall organization interacts with other parts.
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planning
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The process of anticipating future events and conditions and determining courses of action for achieving organizational objectives.
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organizing
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The means by whihc managers blend human and material resources through a formal structure of tasks and authoirty.
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directing
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Guiding and motivating employees to accomplish organizational objectives.
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controlling
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The function of evaluating an organization's performance to determine whether it is accomplishing its objectives.
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vision
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Perception of marketplace needs and methods an organization can use to satisfy them.
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strategic planning
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The process of determining the primary obejctives of an orgnaziation and then adopting the courses of action and allocating resources to achieve those objectives.
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tactical planning
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Plans designed to implement the acitivites specified by strategic plans.
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operational planning
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Plans that create the detailed standards that guide implementation of tactical plans
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contingency planning
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Plans that allow a firmt o resume operations as quickly and as quickly and as smoothly as possible after a crisis while openly communicating with the public about what happened.
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mission statement
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Written explanation of an organization's business intentions and aims.
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SWOT analysis
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An organized approach to assessing a company's internal strengths and weaknesses and its external opportunities and threats.
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objectives
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Guideposts by which managers define the organiztion's desired performance in such areas as profitability, customer service, growth, and empoyee satisfaction.
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competitive differentiation
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The unique combination of a company's abilities and approaches taht place it ahead of competitors.
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decision making
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the process of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results.
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programmed decision
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Simple, common and frequently occuring problem for which a solution has already been determined.
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nonprogrammed decision
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A complex and unique problem or opportunity with important consequences for the organization.
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leadership
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The ability to direct or inspire people to attain organizational goals.
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autocratic leadership
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A management approach whereby leaders make decisions on their own without consulting employees.
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democratic leadership
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A management approach whereby leaders delegate assignments, ask employees for suggestions, and encourage thier participation.
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empowerment
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A practice in which managers lead employees by sharing power, responsibility, and decision making with them.
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free-rein leadership
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A management approach whereby leaders believe in minimal supervision and leave most decisons to their subordinates
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corporate culture
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An organization's system of values, principles, and belief.
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organization
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A structuredgrouping of people working together to achieve common goals.
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organization chart
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A visual representation of a firm's structure taht illustrates job positions and functions.
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departmentalization
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the Process of dividing work activites into units within the organization.
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delegation
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The act of assigning work activites to subordinates.
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span of management
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The number of subordinates a manager can supervise effectively.
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centralization
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When decision making is based at the top of the management hierarchy
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decentralization
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When decision making is based at the lower levels of the organization.
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line organziation
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An organizational structure that establishes a direct flow of auhtoirty from the chief executive to subordinates.
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chain of command
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A set of relationships that indicates who directs which activities and who reports to whom.
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line-and-staff organization
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An organizational structure that combines the direct flow of authority of a line organization with staff departments that serve, advise, and support the line departments.
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line manager
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An executive involved with the functions of production, financing, or marketing.
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staff manager
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An executive who provides information, advice, or techincial assistance to aid line managers; does not have the atuhority to give orders, outside his/her own department or to compel line managers to take action.
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committee organization
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An organizational structure that places authority and responsibilty jointly in the hands of a group of individuals rather than a single manager.
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matrix structure
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A project management structure that links employees from different parts of the organization to work together on specific projects.
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human resource management
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The function of attracting, developing, and retiaing enough qualified employees to perform the activities necessary to accomplish organizational objectives.
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professional employment services (PEOs)
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A company that helps firms with a wide range of human resource services.
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employment at will
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Practice that allows the employemnt relationship to begin or end at any time at teh decision of either the employee or the employer for any legal reason.
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on-the-job training
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Training method that teaches an employee to complete new tasks by peforming them under teh guidance of an experienced employee.
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managemnet development program
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Provides traiining designed to improve the skills and broaden the knowlege of current and potential executives.
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performance appraisal
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An evaluation of an employee'sjob performance by comparing actual results with desired outcomes.
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360-degree performance review
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Employee performance review that gathers feedback from co-workers, supervisors, managers, and sometimes customers.
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wages
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Compensation based on an hourly pay rate or the amount of outpout produced.
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salary
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Compensation calculated on a periodic basis, such as weekly or monthly.
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living wage
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Legally mandated wage that allows a worker to support a family of four without any form of public assistance.
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employee benefits
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Rewards such as retirement plans, health insurance, vacations, and tutitipon reimbursement provided for employees either entirely or in part at the company's expense.
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401(k) plans
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Retirement savings plan for which employees can make pretax contributions' sometimes, employers make additional contributions to the plan.
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flexible benefit plan
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Benefit system that offers employees a range of options from which they may choose the types of benefits they recieve.
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flexible work plan
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Employment that allows personnel to adjust their working hours and places of work to accommodate their personal lives.
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flextime
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scheduling system that allows employees to set their own work hours wihtin constraints specified by the firm.
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downsizing
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Process of reducing the number of employees within a firm by elminating jobs.
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outsourcing
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Pracitce of contracing out work previously performed by company employees.
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morale
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Mental attitude of employees toward their employer and jobs.
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contingent worker
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Employee who works part time, temporairly, or for the period of time specified in a contract.
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Maslow's hierarchy of needs
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A theory of motivation, which states that people have five levels of needs that they seek to satisfy: physicological, safety, social, esteem, and self-actualization.
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job enlargement
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Job design that explands anemployee's responsibilities by increasing the number and variety of tasks assigned to the worker
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job enrichment
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Change in job duties to increase employees' authority in planning their work, deciding how it should be done, and learning new skills.
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Theory X
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Assumption that employees dislike work and will try to avoid it.
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Theory Y
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Assumptions that employees enjoy work and seek social, esteem, and self-actualization flufillment.
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Theory Z
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Assumption that employee involvement is key to productivity and quality of work life.
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labor union
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A group of workers who have banded together to achieve common goals in teh areas of wages, hours, and working conditions.
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collective bargaining
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Process of negotiation between managemnet and union representatives for the prupose of arriving at mutually acceptable wages and working conditions for employees.
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grievance
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Formal complaint filed by an employee or a union that managemnet is violating some provision of a union contract.
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empowerment
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Giving employees authority and responsibility to make decisions about thier work without traditional managerial approval and control.
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employee stock owndership plans (ESOPs)
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Plan that benefits employees by giving them ownership stakes in teh companies for which they work.
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teamwork
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Cooperative effort by a group of workers acting together for a common cause.
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team
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Group of employees who are committed to a common purpose, approach, and set of performance goals.
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work team
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Relatively permanent group of employees with complementary skills who perform the day-to-day work of roganizations.
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problem-solving team
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Temporary combination of wokres who gather to solve a specific problem and then disband.
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team cohesiveness
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Extent to which team members feel attracted to the team and motivated to remain part of it.
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team norm
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Informal standard of conduct shared by team members that guides their behavior.
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conflict
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Antagonistic interaction in which one party attempts to thwart the intentions or goals of another.
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communication
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Meaningful exchange of information through messages.
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listening
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Skill of receiving a message and interpreting its intended meaning by grasping the facts and feelings it conveys.
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grapevine
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Inernal information channel that transmits information from unofficial sources.
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internal communication
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System that sends messages through channels within an organization.
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external communication
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meaningful exchange of information through messages transmitted between and organization and its major audiences.
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production
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Application of resources such as poeple and machinery to convert materials into finished goods and services.
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production and operations management
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Managing people and machinery in converting materials and resources into finished goods and services.
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assembly line
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Manufacturing technique that carries the product on a conveyor system past several workstations where workersperform specialized tasks.
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robot
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Reprogrammable machine capable of performing numberous tasks that require manipulations of materials and tools.
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computer-aided design (CAD)
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System for interactions between a designer and a computer to design a product, facility, or part that meets predetermined specifications.
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computer-aided manufacturing (CAM)
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Electronic tools to analyze CAD output and determine necessary steps to implement the design followed by electronic transmission of instructions to gudie the activites of production equipment.
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just-in-time (JIT) system
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Management philosophy aimed at improving profits and return on investment by minimizing costs and eliminating waste through cutting inventory on hand.
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materials requirement planning (MRP)
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Computer-based production planning system by which a firm can ensure that it has needed parts and materiasl available at the right time and place int he correct amounts.
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scheduling
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Development of timetables that specify how long each operation in the prodcution process takes and when workers should perform it.
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benchmarking
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Identifying how leaders in certain fields perform and continually comparing and measuring performance against these otustandign performers.
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quality control
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Measuring goods and services against established qulaity standards.
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International Organization for Standardization (ISO)
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International organization whose mission is to promoote the development of standardized products to facilitate trade and cooperation across national borders.
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