Ugba 10 Module 2

Front 1

the four components of management

Back 1

planning, organizing, leading and controlling (an organization's resources to achieve its goals)

Front 2

the management process of guiding and motivating employees to meet an organization's objectives

Back 2

leading

Front 3

the management process of determining what an organization needs to do and how best to get it done

Back 3

planning

Front 4

the management process of monitoring an organization's performance to ensure that it is meeting its goals

Back 4

controlling

Front 5

the management process of determining how bet to arrange an organization's resources and activities into a coherent structure

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organizing

Front 6

manager responsible for a firm's overall performance and effectiveness

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top manager

Front 7

manager responsible for implementing the strategies and working toward the goals set by top managers

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middle manager

Front 8

manager responsible for supervising the work of employees

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first-line manager

Front 9

type of managers who hire and train employees, evaluate performance, and determine compensation

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human resource managers

Front 10

type of managers responsible for production, inventory and quality control

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operations managers

Front 11

type of managers responsible for getting products from producers to consumers

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marketing managers

Front 12

type of manager responsible for designing and implementing systems to gather, organize and distribute information

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information managers

Front 13

type of manager responsible for planning and overseeing accounting functions and financial resources

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financial managers

Front 14

skills needed to perform specialized tasks

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technical skills

Front 15

skills in understanding and getting along with people

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human relations skills

Front 16

abilities to think in the abstract, diagnose and analyze different situations, and see beyond the present situation

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conceptual skills

Front 17

skills in defining problems and selecting the best course of action

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decision-making skills

Front 18

skills associated with the productive use of time

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time management skills

Front 19

four leading causes of wasted time

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paperwork, telephone calls, meetings, e-mail

Front 20

two twenty-first century skills growing in importance

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global management and technology skills

Front 21

process of helping an organization maintain an effective alignment with its environment

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strategic management

Front 22

objective that a business hopes and plans to achieve

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goal

Front 23

broad set of organizational plans for implementing the decisions made for achieving organizational goals

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strategy

Front 24

a company's reason for being

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purpose

Front 25

organization's statement of how it will achieve its purpose in the environment in which it conducts its business

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mission statement

Front 26

goals set for an extended time, typically five years or more into the future

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long-term goal (5-10 years)

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goal set for a period of one to five years into the future

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intermediate goal (1-5 years)

Front 28

goal set for the very near future

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short-term goal (under 1 year)

Front 29

strategy for determining the firm's overall attitude toward growth and the way it will manage its businesses or product lines

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corporate strategy

Front 30

corporate strategy of buying and operating multiple businesses in compatible industries

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related diversification

Front 31

corporate strategy of running dissimilar multiple businesses in dissimilar industries

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unrelated diversification

Front 32

corporate strategy of buying shares of small companies that can provide technology that the corporation itself does not have

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e-partnering

Front 33

strategy at the business-unit or product-line level, focusing on improving a firm's competitive position

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business (or competitive) strategy

Front 34

strategy by which managers in specific areas decide how best to achieve corporate goals through productivity

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functional strategy

Front 35

a broad concept that describes an organization's intentions

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strategy

Front 36

creation of a broad program for defining and meetnig an organization's goals

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strategy formulation

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goal derived directly from a firm's mission statement

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strategic goal

Front 38

identification and analysis of organizational strengths and weaknesses and environmental opportunities and threats as part of strategy formulation

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SWOT analysis

Front 39

process of scanning the business environment for threats and opportunities

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environmental analysis

Front 40

process of analyzing a firm's strengths and weaknesses

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organizational analysis

Front 41

plan reflecting decisions about rseource allocations, company priorities, and steps needed to meet strategic goals

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strategic plan

Front 42

generally short-term plan concerned with implementing specific aspects of a company's strategic plans

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tactical plan

Front 43

plan setting short-term targets for daily, weekly, or monthly performance

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operational plan

Front 44

identifying aspects of a business or its environment that might entail changes in strategy

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contingency planning

Front 45

organization's methods for dealing with emergencies

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crisis management

Front 46

the shared experiences, stories, beliefs, and norms that characterize an organization

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corporate culture

Front 47

specification of the jobs to be done within an organization and the ways in which they relate to one another

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organizational structure

Front 48

diagram depicting a company's structure and showing employees where they fit into its operations

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organizational chart

Front 49

reporting relationships within a company

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chain of command

Front 50

process of identifying the specific jobs that need to be done and designating the people who will perform them

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job specialization

Front 51

process of grouping jobs into logical units

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departmentalization

Front 52

separate company unit responsible for its own costs and profits

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profit center

Front 53

diving an organization according to specific products or services being created

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product departmentalization

Front 54

dividing an organization according to production processes used to create a good or service

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process departmentalization

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dividing an organization according to groups' functions or activities

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functional departmentalization

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dividing an organization to offer products and meet needs for identifiable customer groups

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customer departmentalization

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dividing an organization according to the areas of the country or the world served by the business

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geographic departmentalization

Front 58

organization in which most decision-making authority is held by upper-level management

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centralized organization

Front 59

organization in which a great deal of decision-making authority is delegated to levels of management at points below the top

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decentralized organization

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characteristic of decentralized companies with relatively few layers of management

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flat organizational structure

Front 61

characteristic of centralized companies with multiple layers of management

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tall organizational structure

Front 62

number of people supervised by one manager

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span of control

Front 63

process through which a manager allocates work to subordinates

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delegation

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duty to perform an assigned task

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responsibility

Front 65

power to make the decisions necessary to complete a task

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authority

Front 66

obligation employees have to their manager for the successful completion of an assigned task

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accountability

Front 67

organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom

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line authority

Front 68

department directly linked to the production and sales of a specific product

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line department

Front 69

authority based on expertise that usually involves counseling and advising line managers

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staff authority

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advisers and counselors who help line departments in making decisions but who do not have the authority to make final decisions

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staff members

Front 71

authority granted to committees or teams involved in a firm's daily operations

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committee and team authority

Front 72

group of operating employees who are empowered to plan and organize their own work and to perform that work with a minimum of supervision

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work team

Front 73

organization structure in which authority is determined by the relationships between group functions and activities

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functional structure

Front 74

organizational structure in which corporate divisions operate as autonomous businesses under the larger corporate umbrella

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divisional structure

Front 75

department that resembles a separate business in that it produces and markets its own products

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division

Front 76

organizational structure created by superimposing one form of structure onto another

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matrix structure

Front 77

approaches to organizational structure developed in response to the need to manufacture, purchase, and sell in global markets

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international organizational structure

Front 78

a newer form of organization that relies almost exclusively on project-type teams

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team organizations

Front 79

a newer form of organization with little or no formal structure that changes composition as projects change

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virtual organization

Front 80

a newer form of organization that works to integrate continuous improvement with continuous employee learning and development

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learning organization

Front 81

network, unrelated to the firm's formal authority structure, of everyday social interactions among company employees

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informal organization

Front 82

groups of people who decide to interact among themselves

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informal groups

Front 83

informal communication network that runs through an organization

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grapevine

Front 84

process of creating and maintaining the innovation and flexibility of a small-business environment within the confines of a large organization

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intrapreneuring

Front 85

set of organizational activities directed at attracting, developing, and maintaining an effective workforce

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human resource management (HRM)

Front 86

systematic analysis of jobs within an organization

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job anaysis

Front 87

description of the duties and responsibilities of a job, its working conditions, and the tools, materials, equipment, and information used to perform it

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job description

Front 88

description of the skills, abilities, and other credentials and qualifications required by a job

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job specifications

Front 89

the number and type of employees who will be in the firm at some future date

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internal supply

Front 90

the number and type of people who will be available for hiring from the labor market at large

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external supply

Front 91

list of each management position, who occupies it, how long that person will likely stay in the job, and who is qualified as a replacement

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replacement chart

Front 92

computerized system containing information on each employee's education, skills, work experiences, and career aspirations

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employee information system (skills inventory)

Front 93

process of attracting qualified persons to apply for jobs an organization is seeking to fill

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recruiting

Front 94

considering present employees as candidates for openings

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internal recruiting

Front 95

attracting persons outside the organization to apply for jobs

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external recruiting

Front 96

the process of determining the predictive value of information

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validation

Front 97

training, sometimes informal, conducted while an employee is at work

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on-the-job training

Front 98

training conducted in a controlled environment away from the work site

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off-the-job training

Front 99

off-the-job training conducted in a simulated environment

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vestibule training

Front 100

evaluation of an employee's job performance in order to determine the degree to which the employee is performing effectively

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performance appraisal

Front 101

total package of rewards organizations provide to individuals in return for their labor

Back 101

compensation system

Front 102

compensation in the form of money paid for time worked

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wages

Front 103

compensation in the form of money paid for discharging the responsibilities of a job

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salary

Front 104

special compensation program designed to motivate high performance

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incentive program

Front 105

individual performance incentive in the form of a special payment made over and above the employee's salary

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bonus

Front 106

individual incentive linking compensation to performance in nonsales jobs

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merit salary system

Front 107

individual incentive that rewards a manager for especially productive output

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pay for performance (variable pay)

Front 108

incentive plan for distributing bonuses to employees when company profits rise about a certain level

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profit-sharing plan

Front 109

incentive plan that rewards groups for productivity improvements

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gainsharing plan

Front 110

incentive plan to encourage employees to learn new skills or become proficient at different jobs

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pay-for-knowledge plan

Front 111

compensation other than wages and salaries

Back 111

benefits

Front 112

legally required insurance for compensating workers injured on the job

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workers' compensation insurance

Front 113

benefit plan that sets limits on benefits per employee, each of whom may choose from a variety of alternative benefits

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cafeteria benefits plan

Front 114

legally mandated nondiscrimination in employment on the basis of race, creed, sex, or national origin

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equal employment opportunity

Front 115

set of individuals who by nature of one or more common characteristics is protected under the law from discrimination on the basis of that characteristic

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protected class

Front 116

federal agency enforcing several discrimination-related laws

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equal employment opportunity commission (EEOC)

Front 117

written statement required for businesses with government contracts that states how the organization intends to actively recruit, hire, and develop members of relevant protected classes

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affirmative action plan

Front 118

federal law setting and enforcing guidelines for protecting workers from unsafe conditions and potential health hazards in the workplace

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Occupational Safety and Health Act of 1970 (OSHA)

Front 119

making unwelcome sexual advances in the workplace

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sexual harassment

Front 120

form of sexual harassment in which sexual favors are requested in return for job-related benefits

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quid pro quo harassment

Front 121

form of sexual harassment deriving from off-color jokes, lewd comments, and so forth

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hostile work environment

Front 122

principle, increasingly modified by legislation and judicial decision, that organizations should be able to retain or dismiss employees at their discretion

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employment at will

Front 123

range of workers' attitudes, values, beliefs, and behaviors that differ by gender, race, age, ethnicity, physical ability, and other relevant characteristics

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workforce diversity

Front 124

employees who are of value because of the knowledge they possess

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knowledge workers

Front 125

employee hired on something other than a full-time basis to supplement an organization's permanent workforce

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contingent worker

Front 126

the pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness

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employee behavior

Front 127

the total set of work-related behaviors that the organization expects employees to display

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performance behaviors

Front 128

positive behaviors that do not directly contribute to the bottom line

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organizational citizenship

Front 129

behaviors that detract from organizational performance

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counterproductive behaviors

Front 130

when an employee does not show up for work

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absenteeism

Front 131

annual percentage of an organization's workforce that leaves and must be replaced

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turnover

Front 132

personal attributes that vary from one person to another

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individual differences

Front 133

the relatively stable set of psychological attributes that distinguish one person from another

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personality

Front 134

the big five personality traits

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agreeableness, conscientiousness, negative emotionality, extraversion, openness

Front 135

a person's ability to get along with others

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agreeableness

Front 136

a reflection of the number of things a person tries to accomplish

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conscientiousness

Front 137

the degree to which people tend to be positive or negative in their outlook and behaviors toward others

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emotionality

Front 138

a person's comfort level with relationships

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extraversion

Front 139

how open or rigid a person is in terms of his or her beliefs

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openness

Front 140

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

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emotional intelligence (emotional quotient, EQ)

Front 141

a person's capacity for being aware of how they are feeling

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self-awareness

Front 142

a person's capacities to balance anxiety, fear, and anger

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managing emotions

Front 143

a person's ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure

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motivating oneself

Front 144

a person's ability to understand how others are feeling even without being explicitly told

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empathy

Front 145

a person's ability to get along with others and to establish positive relationships

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social skills

Front 146

a person's beliefs and feelings about specific ideas, situations, or people

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attitudes

Front 147

degree of enjoyment that people derive from performing their jobs

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job satisfaction (morale)

Front 148

an individual's identification with the organization and its mission

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organizational commitment (job commitment)

Front 149

set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)

Back 149

psychological contract

Front 150

the extent to which a person's contributions and the organization's inducements match one another

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person-job fit

Front 151

the set of forces that cause people to behave in certain ways

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motivation

Front 152

theory holding that workers are motivated solely by money

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classical theory of motivation

Front 153

theory that says that paying employees more should prompt them to produce more, and that the firm that analyzed jobs and found better ways to perform them would be able to produce goods more cheaply, make higher profits, and pay and motivate workers better than its competitors

Back 153

scientific management

Front 154

tendency for productivity to increase when workers believe they are receiving special attention from management

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Hawthorne effect

Front 155

theory of motivation holding that people are naturally lazy and uncooperative

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theory x

Front 156

theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive

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theory y

Front 157

theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs

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hierarchy of human needs model

Front 158

theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation

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two-factor theory

Front 159

theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

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expectancy theory

Front 160

the steps of the expectancy model

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effort - performance - reward - personal goals

Front 161

theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others

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equity theory

Front 162

reward that follows desired behaviors

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positive reinforcement

Front 163

unpleasant consequences of an undesirable behavior

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punishment

Front 164

set of procedures involving both managers and subordinates in setting goals and evaluating progress

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management by objectives (MBO)

Front 165

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

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participative management and empowerment

Front 166

method of increasing job satisfaction by adding one or more motivating factors to job activities

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job enrichment

Front 167

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

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job redesign

Front 168

three usual types of job redesign

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combining tasks, forming natural work groups, establishing client relationships

Front 169

method of increasing job satisfaction by allowing two or more people to share a single full-time job

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work sharing (job sharing)

Front 170

method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis

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flextime programs

Front 171

form of flextime that allows people to perform some or all of a job away from standard office settings

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telecommuting