Principles Of Management Clep--Ic Part 7

Front 1

upward communication.

Back 1

speaking w/ superiors.

The main function of upward communication is to provide information to the upper levels about what is happening at the lower levels.

Front 2

Horizontal communication

Back 2

flows laterally among workers on the same level of an organization and cuts across all boundaries. Horizontal communication does not follow the chain of command and it cuts across boundaries (business unit, product line, geographic etc). It can consist of conferences, phone calls, conversations, memos, emails, or reports. For example two secretaries in different departments exchange emails about a project.

Front 3

grapevine

Back 3

also known as the "rumor mill." The grapevine is inevitable

Keeping the subordinates well informed can reduce the amount of false information generated through the grapevine.

Front 4

Affirmative action

Back 4

requires companies to actively seek to employ minorities and women

Front 5

Performance-oriented compensation

Back 5

most likely result in additional wages, as in the case of incentive wages, or commission.

Front 6

business environment

Back 6

includes things such as competitors, market conditions, the supply and demand for a certain product, etc

Front 7

Job evaluation

Back 7

the process of determining a job's wages.

Front 8

job specification

Back 8

list of the qualifications a person must have to do the job

Front 9

Job enrichment

Back 9

involves increasing the depth of the job--not giving just more work, but adding job planning and controlling elements

Front 10

job enlargement

Back 10

involves just adding more of the same work--the worker gets no satisfaction out of job enlargement

Front 11

Fiedler's contingency theory

Back 11

a person's leadership style cannot be changed; they must try to find situations which match their style, or change the situation

Front 12

budget

Back 12

most commonly used form of financial control

Front 13

break-even chart

Back 13

where the money which comes in is equal to the costs.

Front 14

The Wagner Act/National Labor Relations Act

Back 14

gives employees the right to form unions and bargain collectively with employers.

Front 15

Social responsibility

Back 15

an organization tries to be responsible to society, even if that may mean reducing profits. Examples are fair employment practices, helping with urban renewal and development, working with educational institutions, and limiting pollution.

Front 16

decentralized chain of command

Back 16

disperses the authority to include lower levels of management instead of concentrating power at the top.

. No organization is either fully centralized or decentralized.

Front 17

ask a candidate about previous arrests

Back 17

inappropriate, unless it is directly related to your job performance. Asking questions such as why you left your previous job, names of references, etc., is fine.

Front 18

functional organization

Back 18

When a staff function or activity becomes so important that its performance is critical to the organization's success,

The personnel department in an organization is an example of a functional organization--it makes sure that laws, regulations, and procedures are uniformly enforced in the organization.

Front 19

best interview questions

Back 19

open-ended questions which focus on letting the candidate being interviewed to do as much talking as possible.

Front 20

Management by objectives

Back 20

involves subordinates and managers working together to set specific goals for the subordinate to achieve.

Front 21

universality of management

Back 21

states that the functions of management are the same in any organization.

management is not easily taught, but the basic concepts are the same in any organization.

Front 22

Human Resources department

Back 22

takes into account organizational development, but not project development.

Front 23

Effectiveness

Back 23

the managerial ability of choosing the right course, or getting things accomplished

Front 24

efficiency

Back 24

doing something in the most efficient way possible. Once a manger chooses the course of action, he would then try to find the most efficient way to do it.

Front 25

SWOT

Back 25

identifies an organization's strengths, weaknesses, opportunities, and threats. SWOT stands for strengths, weaknesses, opportunities, threats.

Front 26

Decentralized Authority

Back 26

authority is distributed throughout the organization--it allows those closest to problems and opportunities to make decisions

Front 27

centralized authority

Back 27

authority is given to a few top managers, allowing decisions to be made by those with the “big picture."

Front 28

line organization

Back 28

simplest organizational structure is the line organization. Many small companies operate as a pure line organization. This results in a clear chain of command and a simple organization chart.

Front 29

Functional departmentalization

Back 29

most common-splitting into functions

Front 30

Operational decision making

Back 30

done by the lower levels of management and deals with day-to-day processes.

Front 31

forcing

Back 31

In conflict resolution, when a party uses superior power to impose a solution,

It is normally the only successful method when there are conflicts of personal values or personality.

Front 32

Problem solving

Back 32

works well when conflict results from communication difficulties.

Front 33

variable budget

Back 33

shows costs of production for different scenarios--i.e. for different levels of monthly sales

Front 34

Myers-Briggs Type Indicator

Back 34

helps identify an individual's problem solving type.

consists of 126 items which help determine a person's problem solving type. I

the way a person perceives information
the way he makes decisions

Front 35

intuition

Back 35

A person who takes what someone says without proof, who is idea and theory-oriented

Front 36

Sensing

Back 36

involves being rational and realistic. Intuition involves being idea and theory-oriented and creative.

Front 37

Authority

Back 37

the right to do something, or tell someone else to do it, in order to reach organizational objectives.