Principles Of Mgmt Exam 3 Prt 2

Front 1

Training

Back 1

Process of developing qualities in human resources that will enable them to be more productive and this to contribute more to organizational goal attainment.

Front 2

Steps to the Training Process

Back 2

1. Determining training needs
2. Designing the training program
3. Administering the training program
4. Evaluating the training program

Front 3

Testing

Back 3

Examining human resources for qualities relevant to performing available jobs.

Front 4

Aptitude Tests

Back 4

Measures the potential of an individual to perform a task.

Front 5

Achievement Tests

Back 5

Measure the level of a skill or knowledge of an individual possesses in a certain area.

Front 6

Vocational Interests Tests

Back 6

Attempt to measure an individuals interest in performing various kinds of jobs.

Front 7

Personality Tests

Back 7

Attempt to describe an individual's personality dimensions in such areas as emotional maturity, subjectivity, honesty, and objectivity.

Front 8

Selection

Back 8

Choosing an individual to hire from all those who have been recruited.

Front 9

Equal Employment Opportunity Commission (EEOC)

Back 9

Civil Rights Act passed in 1964 and amended in 1972 to enforce federal laws prohibiting discrimination on the basis of race, color, religion, sex, and national origin in recruitment, hiring, firing, layoffs, and all other employment practices.

Front 10

Sources outside the organizations

Back 10

1) Competitors
2) Employment agencies
3) Readers of certain publications
4) Educational institutions

Front 11

Management inventory card

Back 11

Record that focuses on people-centered information. For instance: age, year or employment, performance ratings, strengths, weaknesses, etc.

Front 12

Position replacement card

Back 12

Record that focuses on position-centered information.

Front 13

Management manpower replacement card

Back 13

Chart that presents a composite view of the individuals management considers significant for human resource planning.

Front 14

Appropriate human resources

Back 14

Refers to the individuals within the organization who make a valuable contribution to management system goal attainment.

Front 15

Recruitment

Back 15

Initial attraction and screening of the supply of prospective human resources available to fill a position.

Front 16

Steps in providing human resources

Back 16

1. Recruitment
2. Selection
3. Training
4. Performance appraisal

Front 17

The Organizing Process

Back 17

1. Reflect on plans and objectives
2. Establish major tasks
3. Divide major tasks into subtasks
4. Allocate resources and directives for subtasks
5. Evaluate results of organizing strategy

Front 18

Bureaucracy

Back 18

Weber's concept used to label the management system that includes three primary components:

1. Detailed procedures and rules

2. A clearly outlined organizational hierarchy

3. Impersonal relationships among organization members

Front 19

Classical Organizational Theory

Back 19

Comprises the cumulative insights of early management writers on how organizational resources can be best used to enhance goal attainment.

- Weber's Bureaucracy Model
- Division of Labor
- Structure

Front 20

Division of Labor

Back 20

The assignment of various portions of a particular task among a number of organizational members.

Front 21

Advantages of Divisions of Labor

Back 21

1. When specializing in a task, skill on that task increases.

2. Workers with one job and one place in which to do it do not lose valuable time changing tools or locations.

3. With one job, workers naturally try to make the job easier and more efficient.

4. Work is not burdensome.

Front 22

Disadvantages of Divisions of Labor

Back 22

1. Workload tends to become boring and production rate goes down.

2. Overlooks human variable and just focuses on efficiency.

Front 23

Structure

Back 23

Refers to the designated relationships among resources of the management system.

Front 24

Formal Structure

Back 24

The relationships among organizational resources as outline by management

Front 25

Informal Structure

Back 25

The patterns of relationships that develop because of the informal activities of organizational members.

Front 26

Scalar Relationships

Back 26

Chain of command, related to Unity of command. That management principle that recommends that an individual have only one boss.

Front 27

Manage Responsibility guide

Back 27

Specific tool developed to implement this interaction process. Helps management describe the various responsibility relationships that exist in the organization and to summarize how the responsibilities of various managers relate to one another.

Front 28

Authority

Back 28

The right to perform or command.

Front 29

Line Authority

Back 29

The most fundamental authority within an organization, reflects existing superior-subordinate relationships. Right to make decisions and to give orders concerning the production, sales, or finance related behavior of subordinates.

Front 30

Staff Authority

Back 30

Consists of the right to advise or assist those who possess line authority as well as other staff personal.

Front 31

Accountability

Back 31

The management philosophy whereby individuals are held liable, accountable, for how well they use their authority and live up to their responsibility performing predetermined activities.

Front 32

Obstacles to the Delegation process

Back 32

1. _____ related to the supervisor
2. _____ related to the subordinates
3. _____ related to the organizations

Front 33

Decentralizing an Organization: A Contingency Viewpoint

Back 33

1. What is the present size of the organization?

2. Where are the organization's customer's located?

3. How homogenous is the organization's product line?

4. Where are organizational suppliers?

5. Are quick decisions needed in the organization?

6. Is creativity a desirable feature of the organization?

Front 34

Centralization and Decentralization

Back 34

The general degree to which delegation exists within an organization.

Front 35

Delegation

Back 35

The actual process of assigning job activities and corresponding authority to specific individuals within the organization.

Front 36

Overlapping responsibility

Back 36

Refers to the situation in which more than one individual is responsible for the same activity.

Front 37

Responsibility gap

Back 37

Exists when certain tasks are not included in the responsibility are of any individual organization member.

Front 38

Responsibility

Back 38

Obligation to perform assigned activities. Self assumed commitment to handle a job to the best of one's ability.

Front 39

Job description

Back 39

List of specific activities that must be performed by whoever holds the position.