Ch 6 Def

Front 1

controlling

Back 1

the process of measuring performance and taking action to ensure desired results

Front 2

after-action review

Back 2

a structured review of lessons learned and results accomplished through a completed project, task force assignment, or special operations

Front 3

output standard

Back 3

measures performance results in terms of quantity, quality, cost, or time

Front 4

input standard

Back 4

measures work efforts that go into a performance task

Front 5

management by exception

Back 5

focuses on differences between actual and desired performances

Front 6

feedforward control

Back 6

ensures clear directions and needed resources before the work begins

Front 7

concurrent control

Back 7

focuses on what happens during the work process

Front 8

feedback control

Back 8

takes place after completing an action

Front 9

internal control or self control

Back 9

occurs as people exercise self-discipline in fulfilling jobs expectations

Front 10

external control

Back 10

occurs through direct supervision or administrative systems

Front 11

bureaucratic control

Back 11

influences behavior through authority, policies, procedures, job descriptions, budgets, and day to day supervision

Front 12

clan control

Back 12

influences behavior through social norms and peer expectations

Front 13

market control

Back 13

essentially the influence of market competition on the behavior of organizations and their members

Front 14

managing by objectives

Back 14

a process of joint objectives setting between a superior and a subordinate

Front 15

improvement objectives

Back 15

document intentions to improve performance in a specific way

Front 16

personal development objectives

Back 16

document intentions to accomplish personal growth, such as expanded job knowledge or skills

Front 17

total quality management (TQM)

Back 17

commits to quality objectives, continuous improvement, and doing things right the first time

Front 18

continuous improvement

Back 18

involves always searching for new ways to improve work quality and performance

Front 19

control charts

Back 19

graphical ways of displaying trends so that exceptions to quality standards can be identified

Front 20

six sigma

Back 20

a quality standard of 3.4 defects or less per million products or service deliveries

Front 21

projects

Back 21

one time activities with many component tasks that must be completed in proper order and according to budget

Front 22

project management

Back 22

makes sure that activities required to complete a project are planned in proper order and according to budget

Front 23

gantt chart

Back 23

graphically displays the scheduling of tasks required to complete a project

Front 24

CPM/PERT

Back 24

a combination of the critical path method and the new program evaluation and review technique

Front 25

critical path

Back 25

the pathway from project start to conclusion that involves the longest completion times

Front 26

inventory control

Back 26

ensures that inventory is only big enough to meet immediate needs

Front 27

economic order quantity

Back 27

method places new orders when inventory levels fall to predetermined points

Front 28

just in time scheduling

Back 28

routes materials to work stations just in time for use

Front 29

breakeven point

Back 29

occurs where revenues just equal costs

Front 30

breakeven analysis

Back 30

performs what if calculations under different revenue and cost conditionsq

Front 31

balance sheet

Back 31

shows assets at one point in time

Front 32

income statement

Back 32

shows profits or losses at one point in time

Front 33

balanced scorecard

Back 33

measures performance on financial, customer service, internal process, and innovation and learning goals