Mgt340 Exam 2

Front 1

Decision

Back 1

A choice from two or more alternatives

Front 2

Problem

Back 2

An obstacle that makes achieving a desired goal or purpose difficult.

Front 3

Decision Criteria

Back 3

Criteria that define what's important or relevant in resolving a problem.

Front 4

Rational Decision Making

Back 4

A type of decision making in which choices are logical and consistent and maximize value.

Front 5

Bounded Rationality

Back 5

Decision making that's rational but limited (bounded) by an individual's ability to process information.

Front 6

Satisfice

Back 6

To accept solutions that are "good enough."

Front 7

Escalation of Commitment

Back 7

An increased commitment to a previous decision despite evidence that it may have been a poor decision.

Front 8

Intuitive Decision Making

Back 8

Making decisions on the basis of experience, feelings, and accumulated judgment.

Front 9

Structured Problem

Back 9

A straightforward, familiar, and easily defined problem.

Front 10

Programmed Decision

Back 10

A repetitive decision that can be handled using a routine approach.

Front 11

Procedure

Back 11

A series of sequential steps used to respond to a well-structured problem.

Front 12

Rule

Back 12

An explicit statement that tells managers what can or cannot be done

Front 13

Policy

Back 13

A guideline for making decisions

Front 14

Unstructured Problem

Back 14

A problem that is new or unusual and for which information is ambiguous or incomplete.

Front 15

Non-programmed Decision

Back 15

A unique and nonrecurring decision that requires a custom-made solution.

Front 16

Certainty

Back 16

A situation in which a decision maker can make accurate decisions because all outcomes are known.

Front 17

Risk

Back 17

A situation in which the decision maker is able to estimate the likelihood of certain outcomes

Front 18

Uncertainty

Back 18

A situation in which a decision maker has neither certainty nor reasonable probability estimates available.

Front 19

Business performance Management (BPM) software

Back 19

IT software that provides key performance indicators to help managers monitor efficiency of projects and employees. Also known as corporate performance management software.

Front 20

Linear Thinking Style

Back 20

A decision style characterized by a person's preference for using external data and facts and processing this information through rational, logical thinking.

Front 21

Nonlinear thinking style

Back 21

A decision style characterized by a person's preference for internal sources of information and processing this information with internal insights, feelings, and hunches.

Front 22

Heuristics

Back 22

Rules of thumb that managers use to simplify decision making.

Front 23

Goals (Objectives)

Back 23

Desired Outcomes or targets

Front 24

Plans

Back 24

Documents that outline how goals are going to be met.

Front 25

Stated Goals

Back 25

Official statements of what an organization says-and what it wants its various stakeholders to believe-its goals are.

Front 26

Real Goals

Back 26

Goals that an organization actually pursues, as defined by the actions of its members.

Front 27

Strategic Plans

Back 27

Plans that apply to an entire organization and establish the organization's overall goals.

Front 28

Operational Plans

Back 28

Plans that encompass a particular operational area of an organization.

Front 29

Long-term Goals

Back 29

Plans with a time frame beyond three years.

Front 30

Short-term Goals

Back 30

Plans covering one year or less.

Front 31

Specific Plans

Back 31

Plans that are clearly defined and that lead no room for interpretation.

Front 32

Directional Plans

Back 32

Plans that are flexible and that set out general guidelines

Front 33

Single-Use Plan

Back 33

A one-time plan specifically designed to meet the needs of a unique situation.

Front 34

Standing Plans

Back 34

Ongoing plans that provide guidance for activities performed repeatedly.

Front 35

Traditional Goal Setting

Back 35

An approach to setting goals in which top managers set goals that flow down through the organization and become subgoals for each organizational area.

Front 36

Mean-ends Chain

Back 36

An integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level.

Front 37

Management by Objective
(MBO)

Back 37

A process of setting mutually agreed upon goals and sing those goals to evaluate employee performance.

Front 38

Mission

Back 38

A statement of the purpose of an organization.

Front 39

Commitment Concept

Back 39

A concept which says that plans should extend far enough to meet commitments made when the plans were developed.

Front 40

Formal Planning Department

Back 40

A group of planning specialists whose sole responsibility is helping to write organizational plans.

Front 41

Organizing

Back 41

Arranging and structuring work to accomplish an organizations goals.

Front 42

Organizational Structure

Back 42

The formal arrangement of jobs within an organization

Front 43

Organizational Chart

Back 43

The visual representation of an organization's structure.

Front 44

Organizational Design

Back 44

Creating or changing an origination's structure.

Front 45

Work Specialization

Back 45

Dividing work actives into separate job tasks.

Front 46

Departmentalization

Back 46

The basis on which jobs are grouped together.

Front 47

Cross-functional Teams

Back 47

Work teams composed of individuals from various functional specialties.

Front 48

Chain of Command

Back 48

The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.

Front 49

Authority

Back 49

The rights inherent in a managerial position to tell people what to do and to expect them to do it.

Front 50

Responsibility

Back 50

The obligation or expectation to perform any assigned duties.

Front 51

Unity of Command

Back 51

The management principle that each person should report to only one manager.

Front 52

Span of Control

Back 52

The number of employees a manager can efficiently and effectively manage.

Front 53

Centralization

Back 53

The degree to which decision making is concentrated at upper levels of the organization.

Front 54

Decentralization

Back 54

The degree to which lower level employees provide input or actually make decisions.

Front 55

Employee Empowerment

Back 55

Giving employees more authority (power) to make decisions.

Front 56

Formalization

Back 56

How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.

Front 57

Mechanistic Organization

Back 57

An organizational design that's rigs and tightly controlled

Front 58

Organic Organization

Back 58

An organizational design that's highly adaptive and flexible.

Front 59

Unit Production

Back 59

The production of items in units or small batches

Front 60

Mass Production

Back 60

The production of items in large batches

Front 61

Process Production

Back 61

The production of items in continuous processes

Front 62

Simple Structure

Back 62

An organizational design with low departmentalization, wide sand of control, centralized authority, an little formalization.

Front 63

Functional Structure

Back 63

An organizational design that routs together similar or related occupational specialties.

Front 64

Divisional Structure

Back 64

An organizational structure made up of separate, semiautonomous units or divisions.

Front 65

Team Structure

Back 65

An organizational structure in which the entire organization is made up of work groups or teams.

Front 66

Matrix Structure

Back 66

An organizational structure that assigns specialists from different functional departments to work on one or more projects.

Front 67

Project Structure

Back 67

An organizational structure in which employees continuously work on projects.

Front 68

Virtual Organization

Back 68

An organization that consists of a small core of full-time employees and outside specialists temporarily hired as need to work on projects.

Front 69

Boundary-less Organization

Back 69

Work together, just other places like electronically, phone (virtual) OR (Network) - no control

NO official ties

Front 70

Network Organization

Back 70

An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes.

Front 71

Learning Organization

Back 71

An organization that has developed the capacity to continuously learn, adapt, and change.

Front 72

High-performance Work Practices

Back 72

Work practices that lead to both high individual performance and high organizational performance

Front 73

Labor Union

Back 73

An organization that represents workers and seeks to protect their interests through collective bargaining.

Front 74

Affirmative Action

Back 74

Organizational programs that enhance the status of members of protected groups.

Front 75

Human Resource Planning

Back 75

A method of planning to ensure that the organization has the right number and kinds of capable people in the right places and at the right times.

Front 76

Job Analysis

Back 76

An assessment that defines jobs and the behaviors necessary to perform them.

Front 77

Job Description

Back 77

A writing statement that describes a job.

Front 78

Job Specification

Back 78

A written statement of the minimum qualifications that a person must possess to perform a given job successfully.

Front 79

Recruitment

Back 79

Locating, Identifying, and attracting capable applicants.

Front 80

De-cruitment

Back 80

Reducing an organization's workforce.

Front 81

Selection

Back 81

Screening job applicants to ensure that the most appropriate candidates are hired.

Front 82

Realistic Job Preview
(RJP)

Back 82

A preview of a job provides both positive and negative information about the job and the company.

Front 83

Orientation

Back 83

Education that introduces a new employee to his or her job and the organization.

Front 84

Performance Management System

Back 84

A system that establishes performance standards that are used to evaluate employee performance.

Front 85

Skill-based Pay

Back 85

A Pay system that rewards employees for the job skills they demonstrate.

Front 86

Variable Pay

Back 86

A pay system in which an individual's compensation is contingent on performance. (Merit-Based)

Front 87

Downsizing

Back 87

The planned elimination of jobs in an organization

Front 88

Sexual Harassment

Back 88

Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.

Front 89

Family-Friendly Benefits

Back 89

Benefits that accommodate employees' needs for work-life balance

Front 90

Organizational Change

Back 90

Any alteration of people, structure, or technology in an organization.

Front 91

Change Agent

Back 91

Someone who acts as a catalyst and assumes the responsibility for managing the change process.

Front 92

Organizational Development
(OD)

Back 92

Change methods that focus on people and the nature and quality of interpersonal work relationships

Front 93

Stress

Back 93

The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunity.

Front 94

Creativity

Back 94

The ability to combine ideas in a unique way or to make unusual associations between ideas.

Front 95

Innovation

Back 95

The process of turning creative ideas into useful products or work methods.

Front 96

Idea Champion

Back 96

An individual who actively and enthusiastically supports new ideas, builds support, overcomes resistance, and ensures that innovations are implemented.