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39 Cards in this Set
- Front
- Back
Strategic Business Unit
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Consists of employees representing all key disciplines witha focus on product. CREATING A SMALL BUSINESS OUT OF A SPECIFIC PRODUCT.
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Customer Strategic Business Unit
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Adds customer and supplier considerations as a primary input to SBU. TAKING A GROUP OF CUSTOMERS AND CREATING A SMALL COMPANY WITHIN A COMPANY
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Hierarchy of Needs
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Pyscholgist Abraham Maslow proposed that people reach fulfillment through satisifying a series of personal needs. Review page (123)
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Key Elements of an Orginization
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1.) People (engine) --> Human interactions
2.) Specific Roles ( who does what) --> Structured 3.) Organizational Objectives (assignments, both team and individual) --> goal directed activities |
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Orginizing Process
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Planning, Defining the job, Departmentalization, Chain of Command, and Develop a formal organizational structure
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Departmentalization
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Grouping of work activities into units within an organization. Review different kinds on 106
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Span of Control
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Number of people reporting to a position. Ideal span strikes a balance between cost and operating efficency.
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Centralized Authority
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authority concentrated at top, little authority dispersed to subordiantes
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Decentralized Authority
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Wider dispersal of authority. Flexible, faster response time, with some risk.
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Line organization
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Actively engaged in the pursuit of organizational objectives, and has direct responsibility for sesults.
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Staff Organization
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Role is to provide support to the line organizations
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Matrix Management
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Assigns employees to both functional group and a project team, brought together to work on specific role.
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Human Resources Planning
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Forecasting the number of employees and skills required (review 109)
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Staffing Process
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1.) Recruiting
2.) Interviews (S) 3.) Refrence Checks (S) 4.) Physical Exam (S) 5.) Hiring 6.) Orientation/Training |
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Human Relations
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How employers and managers interact with employees.
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Human Interactions
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How you get things done. Personally or through other people.
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Communications
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#1 human relations skill. Listening, questions and transferring knowledge.
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Theory X
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Managers believe that workers are lazy. Managers tend to oversupervise. Strict management but does foucs on basic physiological and safety needs.
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Theory Y
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Managers have positive view of workers. Less supervision and give challenging work. Motivate by needs.
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Scientific Management
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Approach to improve efficency in the workplace. Featured Time and motion studies and determing the best way to do a job.
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Hawthorne Effect
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People work harder when they feel appreciated and important.
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Management by Objectives (MBO)
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Employee orientated. Uses ergonomics: Designing a work enviornment around human factors.
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Job Enrichment
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Job Orientated. Adding Authority responsibility and oppurtunity.
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Job Enlargement
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Job Orientated. Adding more tasks.
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Job Rotation
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Job Orientated. Changing employees to improve understanding of overall operation.
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FlexTime
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Job Orientated. Work schedule around core hours.
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Telecommunicating
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Working out of the home. J.O.
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Job Sharing
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Two people on sharing one job. J.O.
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Fringe Benefits
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Term used to describe benefits.
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Corporate Culture
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A set of values and beliefs that guide organizational behavior. Review 125
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National Labor Relations Board
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Oversee that laws are upheld.
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Things that are negotiable
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Wages/Hours, Benefits, Working Conditions.
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Things that are non negotiable
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Grievance Procedure
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Closed Shop
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[Illegal] Companies can only have those in a union
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Union Shop
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Workers hired must join a union
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Agency Shop
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Workers dont have to be a member of union, but have to pay dues either way.
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Mediation
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Neutral Third party comes in to help settle negotations. Has no power over settlement.
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Arbitration
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Neutral third party comes in directs actions by both parties to solve dispute. BINDING.
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Grievance Procedure
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Complaint is registered by employee with an acusation of unfair treatment by management. (139)
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