Operations Management Test #1

Front 1

What are the four management functions of the overal management process

Back 1

Planning, Controlling, Organizing, Leading

Front 2

What is planning?

Back 2

Select goals and ways to attain them.

Front 3

What is Controlling

Back 3

Monitor activities and make corrections

Front 4

what is leading

Back 4

use influence to motivate employees

Front 5

What is organizing

Back 5

Assign responisiblity for task accomplishments

Front 6

What is effectiveness

Back 6

degree to which organization achieves a stated goal

Front 7

What is efficiency

Back 7

amount of resources usd in goal attainment or use of minimal resources to produce the desired volume of output

Front 8

What is Organizational Performance?

Back 8

Organiations ability to attain its goals by using resources in an efficient and effective manner.

Front 9

Understand Management skills

Back 9

blackboard

Front 10

What is a classical Perspective

Back 10

Rational, scientific approach to management. focused on structure.
Bureaucratic organizations
Scientifice management
Administrative principles

Front 11

Human Resources Perspective

Back 11

Emphasized understanding human behavior, needs, and attitudes in the workplace. Focused on employees

Front 12

Human Relations Movement

Back 12

Hawthorne studies- introduced the idea that people's perceptions and emotions influence work behaviors.

Front 13

Maslow's Hierarchy

Back 13

Physiological, safety, belongingness, esteem, self-actualization

Front 14

Mcgregor's Theory X

Back 14

Most people dislike work
Most people must be coerced and threatened before they will work
most people actually prefer to be directed

Front 15

Mcgregor's Theory Y

Back 15

Work is a natural activity
People are capable of self direction and self control
Rewards cause people to be more committed to organizational goals
The typical employee can learn to accept and seek responsibility
People are imaginative, creative, and have ingenuity.

Front 16

System View

Back 16

Modern/System View-focused on organizations as system or living entity
organizations are unified systems made up of interrelated parts.

Front 17

Contingency theory

Back 17

results differ because situations differ

Front 18

Total Quality Management

Back 18

W. Edwards Deming-Father of the quality movement
*Employee invovlement, focus on the customer, benchmarking and continuous improvement.

Front 19

Learning organization

Back 19

Team based structure, empowered employees, open information.

Front 20

Conceptual Skills

Back 20

cognitive ability to see the organiztion as a whole and the relationships among its parts

Front 21

Human Skills

Back 21

ability to work with and through other people and to work effectively as a group member

Front 22

Technical skills

Back 22

understanding of and proficiency in the performance of specific tasks.

Front 23

Group

Back 23

a collection of two or more individuals

Front 24

Team

Back 24

a unit of two or more people who interact and coordinate their work to accomplish a specific goal.

Front 25

Type of Team
Formal

Back 25

established by the organization to help achieve goals
Vertical
Horizontal
Special Purpose

Front 26

Formal team
Vertical

Back 26

A command group- consists of subordinates who report to the same supervisor

Front 27

Formal team
Horizontal Team

Back 27

Cross functional- consists of people who represent different departments and are usually at the same organizational level

Front 28

Formal team
Special Purpose

Back 28

consists of people outside of the formal structure that come together to work on project of special importance.

Front 29

Informal team

Back 29

established by people to meet their needs

Front 30

Self directed team

Back 30

collectively control pace of work
determine work assignments
select own members and evaluate each others performance
10-15ppl

Front 31

Problem solving

Back 31

Share ideas, suggestions, usually 5-12 employees from same department.
Quality circles, no authority

Front 32

virtual teams

Back 32

computer technology ties physically dispersed members together to achieve a common goal
*absence of para verbal and non verbal cues
limited social context
ability to overcome time and space constraints.

Front 33

Role

Back 33

a set of behaviors or tasks that a person is expected to perform by virtue of holding a position in a group

Front 34

role relationships

Back 34

the ways in which group and organizational members interact with one another to perform their specific roles

Front 35

norms

Back 35

are informal rules of conduct for behaviors considered important by most group members.

Front 36

Characteristics of teams
size

Back 36

4-12 ppl
social loafing happens

Front 37

social loafing

Back 37

tendency to not work as hard when group begins to get too large

Front 38

Characteristics of teams
diversity

Back 38

experience and ability is good, culture & nationality not so good in short run

Front 39

Characteristics of teams
Competition

Back 39

between groups good, within the group not good

Front 40

Characteristics of teams
exclusivity

Back 40

creates positive emotions

Front 41

Characteristics of teams
Success

Back 41

enhances motivation and cohesiveness

Front 42

Team formation stages

Back 42

forming, storming, norming, performing, adjourning

Front 43

Team formation stages
forming

Back 43

group members try to get to know each other and establish a common understanding

Front 44

Team formation stages
storming

Back 44

group is in conflict, members resist, diagreements

Front 45

Team formation stages
norming

Back 45

group members develop close ties

Front 46

Team formation stages
performing

Back 46

group members work toward achieving their goals

Front 47

Team formation stages
adjourning

Back 47

the group disbands once its goals have been achieved.

Front 48

Cohesiveness

Back 48

the extent to which team members are attracted to the group and motivated to stay in it.

Front 49

Conflict

Back 49

antagonistic interaction in which one party attempts to thwart the intentions or goals of another.
can be healthy

Front 50

group think

Back 50

tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions

Front 51

abilene paradox

Back 51

jerry harvey- tendency to go along with others for the sake of avoiding conflict

Front 52

low levels of conflict

Back 52

associated with poor decision making in top management teams

Front 53

superordinate goals

Back 53

goal that cannot be reached by a single party

Front 54

bargaining/negotiation

Back 54

parties engage one another in an attempt to systematically reach a solution

Front 55

mediation

Back 55

process of using a third party to settle a dispute

Front 56

Assertiveness

Back 56

attempting to satisfy ones own concerns

Front 57

cooperativeness

Back 57

attempting to satisify the other party's concerns

Front 58

model of styles to handle conflict

Back 58

competing, collaborating
compromising
avoiding accomodating

Front 59

Organizational environments

Back 59

General environment, task environment, internal environment

Front 60

Organizational environments
general environment

Back 60

affects indirectly
technological, sociocultural, economic, legal/political, international

Front 61

Organizational environments
Task environment

Back 61

affects directly, influences operations and performances
competitors, customers, labor market, suppliers

Front 62

Organizational environments
internal environment

Back 62

elements within the organizations boundaries
employees, culture, management

Front 63

Culture

Back 63

set of key values, beliefs, understanding and norms that members of an organization share.

Front 64

Visible culture

Back 64

dress, office layout, slogans, symbols, ceremonies, artifacts, heros

Front 65

invisble culture

Back 65

expressed values, such as the penny idea, the HP way,
Deep beliefs
people are lazy.

Front 66

international environment factors

Back 66

economic, legal-political, socioculture

Front 67

international environment factors
economic

Back 67

exchange rates, conditions, development

Front 68

international environment factors
legal political

Back 68

taxes, terrorism, laws, gov.

Front 69

international environment factors
sociocultural

Back 69

religion, values, education, time orientation.

Front 70

Hofstedes value dimensions

Back 70

power distance
uncertainty avoidence
individualism and collectivism
masculinty/femininity
long term/ short term orientaion

Front 71

International trade agreements

Back 71

GATT, WTO, EU, NAFTA

Front 72

GATT

Back 72

General agreement on tariffs and trade
used to increase trade

Front 73

WTO

Back 73

World Trade Organization
tariff concessions to increase trade

Front 74

EU

Back 74

European union
to improve economic and social conditions among its members

Front 75

NAFTA

Back 75

North american free trade agreement
on most agriculture, and to spur growth and investemtn and exports.