Multiple Choice

Front 1

top managers

Back 1

The relatively small set of senior executives who manage the overall organization

Front 2

middle manager

Back 2

The relatively large set of managers responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of first-line managers

Front 3

first line manager

Back 3

Managers who supervise and coordinate the activities of operating employees

Front 4

manager/management

Back 4

Someone whose primary responsibility is to carry out the management process.

-engaging in a set of activities (decision-making, organizing, leading, and controlling).

-using organizations resources (human, financial, physical and information)

-achieving organizational goals

Front 5

leader/leading

Back 5

-One who can influence the behaviors of others without having to rely on force.

-gets members of the organization to work together

Front 6

6 Types of Innovation

Back 6

Product - What's produced and sold

Service - Exceeding customer expectations

Process - Continuous improvement of how things are done

Management - Business strategies, systems and structures

Open - Working beyond boundaries and collaborating globally

Value - Creating unique value that eliminates the cost to compete

Front 7

Efficient vs Effective

Back 7

Efficient -Using resources wisely in a cost-effective way

Effective - Making the right decisions and successfully implementing them

Front 8

SWOT Analysis

Back 8

Internal: strengths, weaknesses

External: opportunities, threats

Front 9

operations management

Back 9

concerned with helping the organization more efficiently to produce its products or services

Front 10

scientific management

Back 10

Concerned with improving the performance of individual workers

Front 11

administrative management

Back 11

focuses on managing the total organization

Front 12

behavioral management perspective

Back 12

emphasizes individual attitudes and behaviors and group processes

Front 13

classical management perspective

Back 13

2 branches- scientific management, administrative management

Front 14

communication skills

Back 14

managers abilities to convey ideas and information to others and receive ideas and information from others

Front 15

conceptual skills

Back 15

managers ability to think in the abstract

Front 16

controlling

Back 16

monitoring organizational progress towards goal attainment

Front 17

decison making skills

Back 17

the managers ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems

Front 18

diagnostic skills

Back 18

the managers ability to visualize the most appropriate response to a situation

Front 19

interpersonal skills

Back 19

the ability to communicate with, understand, and motivate

Front 20

technical skills

Back 20

the skills necessary to accomplish or understand the specific kind of work done in an organization

Front 21

time management skills

Back 21

the managers ability to prioritize work, to work efficiently, and to delegate appropriately

Front 22

product life cycle

Back 22

a model that portrays how sales volume for products changes over the life of products. Sales and time.

Front 23

stockholder vs stakeholder

Back 23

Stockholder - The holder or owner of stock in a corporation.

Stakeholder - Anyone that has an interest or is affected by a corporation. Ex.) the state university doesn't have stockholders, but it has many stakeholders: students, professors, administrators, employers, state taxpayers, the local community

Front 24

operations control

Back 24

Focuses on the processes the organization uses to transform resources into products or services

Front 25

operations management

Back 25

Concerned with helping the organization more efficiently produce its products or services

Front 26

organizational ethics

Back 26

the principals and standards by which businesses operate. They are best demonstrated through acts of fairness, compassion, integrity, honor and responsibility.

Front 27

individual ethics

Back 27

personal beliefs about whether a behavior, action, or decision is right or wrong

Front 28

consumer

Back 28

whoever pays money to acquire an organizations products or services

Front 29

Regulator

Back 29

A unit that has the potential to control, legislate, or otherwise influence the organization's policies and practices

Front 30

competitor

Back 30

An organization that competes with other organizations for resources

Front 31

supplier

Back 31

An organization that provides resources for other organizations

Front 32

state of certainty

Back 32

A condition in which the decision maker knows with reasonable certainty what the alternatives are and what conditions are associated with each alternative

Front 33

state of risk

Back 33

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

Front 34

state of uncertainty

Back 34

A condition in 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 35

social responsibility

Back 35

The set of obligations an organization has to protect and enhance the societal context in which it functions

Front 36

Mission statement vs Vision statement

Back 36

Vision - companies longterm goals. Their vision

Mission - Clearly stated how the company plans on approaching that vision

Front 37

basic elements of organizing

Back 37

-Designing Jobs

-Grouping Jobs: Departmentalization

-Establishing Reporting Relationships

-Distributing Authority

-Coordinating Activities

-Differentiating Between Positions

Front 38

Purposes of defining goals

Back 38

-guidance and direction

-promotion of good planning

-source of motivation

-evaluation and control

Front 39

entrepreneurship

Back 39

the process of planning, organizing, operating, and assuming the risk of a business venture