Management Test 3

Front 1

state of certainty

Back 1

decision maker knows with reasonable certainty what the alternatives are and what conditions are associated with them

Front 2

state of risk

Back 2

condition in which the availability of each alternative and its potential payoffs and costs are all associated with probability estimates

Front 3

state of uncertainity

Back 3

condition under which the decision maker does not know all the alternatives, the risks associated with each or the consequences each alternative is likely to have

Front 4

bounded rationality

Back 4

concept that decision makers are limited by their values and unconscious reflexes, skills and habits

Front 5

satisficing

Back 5

tendency to search for alternatives only until one is found that meets some minimum standard of sufficiency

Front 6

escalated commitment

Back 6

decision maker staying with a decision even when it appears to be wrong- mainly because they are so committed

Front 7

forces that contribute to the behavioral nature of decision making

Back 7

1. administrative model- focuses on how decisions are actually made vs. how they should be made
2. political forces
3. intuition and escalation commitment
4. risk propensity

Front 8

characteristics of useful information

Back 8

1. accurate
2. timely
3. complete
4. relevant

Front 9

process of communication

Back 9

1. sender wants to transmit info to receiver
2. encode meaning into form appropriate for situation
3. transmitted through appropriate channel
4. decoded back into form that has meaning for the receiver

Front 10

types of communication networks- 5 person groups

Back 10

1. wheel
2. Y
3. Chain
4. Circle
5. all channel

Front 11

examples of individual barriers

Back 11

1. conflicting or inconsistent signals
2. lack of credibility
3. poor listening habits
4. receiver's bring certain predispositions to process

Front 12

examples of organizational barriers

Back 12

1. semantics problems- words mean diff things for diff people
2. people of different power or status try to communicate
3. perceive situation differently
4. environmental factors- noise/ overload
5. language

Front 13

examples of individual skills to imporve communication effectiveness

Back 13

1. MOST IMPORTANT= being good listener
2. soliciting feedback
3. be aware of meanings that diff receivers might attach to a specific word
4. maintain credibility
5. receiver should be sensitive to sender's point of view

Front 14

examples of organizational skills to imporve communication effectiveness

Back 14

1. following up
2. regulating information flow
3. understanding the richness of diff media (the way someone exchanges info- fire face to face)

Front 15

control

Back 15

regulation of organizational activities in such a way as to facilitate goal attainment

Front 16

4 purposes of control

Back 16

1. adapting to environmental change
2. limiting the accumulation of error
3. cope with organizational complexity
4. minimize costs

Front 17

steps in the control process

Back 17

1. establish control
2. measure performance
3. compare performance against standards
4. determine need for corrective action

Front 18

control standard

Back 18

target that is used to compare later performance to

Front 19

preliminary control

Back 19

operations control that attempts to monitor the quality or quantity resources before they actually become part of the system

Front 20

3 forms of operation control

Back 20

1. preliminary
2. screening
3. postaction

Front 21

screening control

Back 21

operations control that relies heavily on feedback processes during the transformation of resources into products or services

Front 22

postaction control

Back 22

operations control- final inspection after product is completed

Front 23

bureaucratic control

Back 23

organizational control characterized by formal and mechanistic structural arrangements

Front 24

decentralized control

Back 24

an approach to organizational control characterized by informal and organic structural arrangements

Front 25

strategic control

Back 25

control that ensures the business is maintaining an effective alignment with its environment and moving toward achieving its strategic goals

Front 26

5 aspects of organization that strategic control focuses on

Back 26

1. structure
2. leadership
3. technology
4. human resources
5. information and operational control systems

Front 27

Characteristics of effective control

Back 27

1. integration with planning
2. flexibility
3. accuracy
4. timeliness
5. objectivity

Front 28

operations management

Back 28

set of managerial activities used by an organization to transform resource inputs into products

Front 29

inventory control

Back 29

AKA- materials control- managing organizations 1. raw materials, 2. work in process, 3. finished goods and 4. products in transit

Front 30

Just-in-time (JIT) method

Back 30

inventory system that has necessary materials arrive as soon as they a re needed so that the company's investment in storage space is minimized and the production process is not interrupted

Front 31

quality

Back 31

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

Front 32

total quality management (TQM)

Back 32

strategic commitment to change a businesses whole approach to business in order to make quality a guiding factor in everything it does

Front 33

benchmarking

Back 33

learning how other firms do things in an exceptionally high-quality manner

Front 34

outsourcing

Back 34

subcontracting services to other firms that can perform them cheaper or better

Front 35

cycle time

Back 35

time needed to accomplish an activity of production

Front 36

Statistical Quality Control (SQC)

Back 36

techniques that are used to monitor quality- includes acceptance sampling and in-process sampling

Front 37

productivity

Back 37

economic measure of efficiency that summarizes the value of what is produced relative to the value of the resources used to produce it

Front 38

6 steps in decision making

Back 38

1. recognition of decision requirement
2. diagnosis and analysis of causes
3. development of alternatives
4. selection of desired alternative
5. implementation of chosen alternative
6. evaluation and feedback

Front 39

4 decision problem

Back 39

1. escalated commitment
2. interpersonal problems
3. groupthink
4. communication problems

Front 40

4 sources of conflict

Back 40

1. information differences
2. role incompatibility
3. personal/ cultural differences
4. environmental stress

Front 41

5 conflict management modes

Back 41

1. forcing
2. avoiding
3. compromising
4. accommodating
5. collaborating