Business Test 4

Front 1

a firm's shared values, beliefs, traditions, philosophies, rules and role models for behavior

Back 1

organizational culture
or corporate culture

Front 2

what does organizational culture ensure?

Back 2

the organizational members:
-share values
-observe common rules
-share problem solving approaches

Front 3

mission statement
code of ethics
manuals
ceremonies
memoranda

Back 3

formal expression

Front 4

dress code
work habits
extracurricular activities

Back 4

informal expression

Front 5

organizational culture sets these standards:

Back 5

-helps ensure that all members of a company share values
-suggests rules for how to behave and deal with problems
-has a significant impact on performance and employee retention
-sets a positive tone for decision making and building efficient organizational structure

Front 6

organizational structure develops as:

Back 6

-managers assign work tasks to individuals and groups
-coordination of diverse activities to attain objectives

Front 7

impacts of organizational structure:

Back 7

-decision making
-costs and efficiencies
-overall success and sustainability
-employee unity
-understanding of how to deal with problems

Front 8

visual displays of the organizational structure, lines of authority, staff relationships, permanent committee arrangements and lines of communication

Back 8

organizational charts

Front 9

managers divide the labor into small, specific tasks and assign employees individual tasks to accomplish

Back 9

speciialization

Front 10

why specialize?

Back 10

efficiency
ease of training
activities too numerous for one person

Front 11

grouping of jobs into working units

Back 11

departmentalization

Front 12

grouping jobs that perform similar functional activities

Back 12

functional departmentalization

Front 13

organization of jobs in relation to the products of the firm

Back 13

product departmentalization

Front 14

giving employees tasks and empowering them to make commitments, use resources and take action to carry out tasks

Back 14

delegation of authority

Front 15

obligation placed on employees to perform assigned tasks and be held accountable for proper execution

Back 15

responsibility

Front 16

employees who accept an assignment and the responsibility to complete it are answerable to a superior for work outcomes

Back 16

accountability

Front 17

decision making authority is delegated as far down the chain of command as possible

Back 17

decentralized organizations

Front 18

the number of subordinates who report to a particular manager

Back 18

span of management

Front 19

when a manager directly supervises a very large number of employees

Back 19

wide span of management

Front 20

when a manager directly supervises only a few subordinates

Back 20

narrow span of management

Front 21

a company with many layers of management

Back 21

tall organization

Front 22

a company with a few layer of management

Back 22

flat organzation

Front 23

direct line of authority extend from the top manager to the lowest level organization

Back 23

line structure

Front 24

a traditional line relationship between superiors and subordinates and also staff managers who are available to assist line managers

Back 24

line and staff structure

Front 25

sets up teams from different departments, thereby creating two or more intersecting liens of authority

Back 25

matrix structure

Front 26

-organizes departments into larger groups called divisions
-occurs as organizations grow larger and more diversified

Back 26

multidimensional structure

Front 27

two or more individuals who communicate with one another, share a common identity and have a common goal

Back 27

group

Front 28

a small group whose members have complementary skills; have a common purpose, goals and approach; hold themselves mutually accountable

Back 28

team

Front 29

-has strong clearly focused leader
-has individual accountability
-has the same purpose as the broader organizational mission
-creates individual work products
-runs efficient meetings
-measures its effectiveness indirectly by its effects on others
-discusses, decides, and delegates

Back 29

working group

Front 30

-has shared leadership roles
-has individual and group accountability
-has a specific purpose that the team itself delivers
0creates a collective work products
-encourages open-ended discussion and active problem-solving meetings
-measures performance directly by assessing collective work products
-discusses, decides, and does real work together

Back 30

team

Front 31

a permanent, formal group performing a specific task

Back 31

committee

Front 32

a temporary group responsible for a particular change activity

Back 32

task force

Front 33

similar to task forces in that they have total control of a specific project

Back 33

project teams

Front 34

formed to devise, design and implement a new product

Back 34

product development teams

Front 35

brought together from throughout the organization to solve specific problems

Back 35

quality assurance teams

Front 36

responsible for an entire work process that delivers a product to a customer

Back 36

self-directed work teams

Front 37

flow of communication within the formal organizational structure as depicted on organizational charts

Back 37

formal communication

Front 38

develoment and administration of the activities involved in transforming resources into goods and services

Back 38

operations management

Front 39

activities and processes used in making tangible products

Back 39

manufacturing/production

Front 40

the activities and processes used in making both tangible and intangible products

Back 40

operations

Front 41

services are...

Back 41

generally intangible
perishable
demand can be variable
cannot be saved, stored, resold, or packaged

Front 42

tangible
uniform inputs
uniform outputs
less labor intensive
easy to measure productivity

Back 42

manufacturing

Front 43

intangible
customized inputs
customized
outputs
more labor intensive
more difficult to measure productivity

Back 43

service

Front 44

can be long and expensive process

Back 44

develop the product

Front 45

the job of engineers and research and development departments

Back 45

turn product ideas into workable design

Front 46

the making of identical interchangeable components or products, faster and reduces production costs

Back 46

standardization
-cheapest

Front 47

creation of an item in self-contained units that can be combined or interchanged to create different products

Back 47

modular design

Front 48

making products to meet a particular customers needs or wants

Back 48

customization
-expensive

Front 49

making products to meet needs or wants of a large number of individual customers

Back 49

mass customization

Front 50

maximum load that organizational unit can carry or operate

Back 50

capacity

Front 51

all resources needed for a product are brought to a central location

Back 51

fixed position layout

Front 52

layout is organized into departments that group related processes

Back 52

process layout

Front 53

production is broken down into relatively simple tasks assigned to workers positioned along a line

Back 53

product layout

Front 54

design of components, products, processes on computers instead of paper

Back 54

computer assisted design

Front 55

manufacturing that employs specialized computer systems to guide and control the transformation process

Back 55

computer assisted manufacturing

Front 56

the direction of machinery by computers to adapt to different versions of similar operations

Back 56

flexible manufacturing

Front 57

connecting and integrating all parties or members of the distribution system in order to satisfy customers

Back 57

supply chain management

Front 58

all raw materials, components, completed or partially completed products, and pieces of equipment that a firm uses

Back 58

inventory

Front 59

process of determining how many supplies and goods are needed and keeping track of quantities on hand, where each item is and who is responsible for it

Back 59

inventory control

Front 60

a model that identifies the optimum number of items to order to minimize the costs for managing them

Back 60

economic order quantity model

Front 61

eliminates waste by using smaller quantities arriving just in time for use in transformation process

Back 61

just in time inventory management

Front 62

-increasing a part of supply chain management in operations
-companies that provide products more efficient, at lower cost, greater customer satisfaction

Back 62

outsourcing

Front 63

sequence of operations through which the product must pass

Back 63

routing

Front 64

the assignment of required tasks to departments or specific machines, workers, or teams

Back 64

scheduling

Front 65

identifies major activities required to complete a project, determines the critical path and estimates time needed to finish

Back 65

program evaluation and review technique PERT

Front 66

processes an organization uses to maintain its established quality standards

Back 66

quality control

Front 67

philosophy that uniform commitment to quality will promote a culture that meets customers perceptions of quality

Back 67

total quality management

Front 68

system to collect and analyze information about production processed to pinpoint quality problems in the system

Back 68

statistical process control

Front 69

system of quality management standards designed to ensure the customers quality standards are met

Back 69

international organization for standardization

Front 70

quality assurance standards for product quality under many conditions

Back 70

ISO 9000

Front 71

reveals whether a product meets quality standards

Back 71

inspection

Front 72

-how many items should be inspected
-depends on potential costs of product flaws in terms of human lives and safety

Back 72

sampling

Front 73

the study of the behavior of individuals and groups in organizational settings

Back 73

human relations

Front 74

an inner drive that directs a persons behavior towards a goal or satisfaction of a need

Back 74

motivation

Front 75

an employees attitude toward his or her job, employer and colleagues

Back 75

morale

Front 76

-higher productivity, returns to shareholders, worker productivity and loyalty
-lower absenteeism and employee turnover

Back 76

high morale

Front 77

the personal satisfaction and enjoyment you feel from attaining a goal

Back 77

intrinsic rewards

Front 78

benefits and/or recognition you receive from someone else

Back 78

extrinsic rewards

Front 79

-focus on the work setting, not the content of the work
-wages, working condition

Back 79

hygiene factors

Front 80

-focus on content of the work itself
-achievement, recognition, involvement, responsibility, advancement

Back 80

motivational factors

Front 81

considered the traditional management view
-assumes workers:
dislike job
forced to do their job
avoids responsibility

Back 81

Theory X

Front 82

considered the humanistic management view
-assumes workers:
like to work
assume responsibility

Back 82

Theory Y

Front 83

a management philosophy that stresses employee participation in all aspects of company decision making

Back 83

Theory Z

Front 84

the assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange

Back 84

equity theory
-equal pay for equal work

Front 85

assumes the motivation depends not only on how much a person wants something but also on how likely he or she is to get it

Back 85

expectancy theory

Front 86

changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself

Back 86

behavior modification

Front 87

movement of employees from one job to another to relieve the boredom often associated with job specialization

Back 87

job rotation

Front 88

addition of ore tasks to a job instead of treating each task as separate

Back 88

job enlargement

Front 89

incorporating motivational factors

Back 89

job enrichment

Front 90

allows employees to choose their start and end times

Back 90

flextime

Front 91

40 hours in a 4-day work week

Back 91

compressed workweek

Front 92

occurs when two people share the same job

Back 92

job sharing

Front 93

Production and operations managers are concerned with

Back 93

transforming resources into products.

Front 94

Viewed from the perspective of operations, the money used to purchase a carpenter's tools and the electricity used to run his power saw are

Back 94

inputs.

Front 95

The fact that a hairdresser gives each customer a different haircut relates to

Back 95

uniformity of output

Front 96

When a customer goes to a print shop to order business cards, the manufacturing process used would most likely be

Back 96

customization.

Front 97

Compared to service providers, manufacturers generally

Back 97

are more capital intensive.

Front 98

A company that manufactures large products, such as houses or bridges, may require that all resources be brought to a central location during production. This type of facility layout is called

Back 98

fixed-position.

Front 99

An organization's shared values, beliefs, traditions, philosophies, rules, and role models for behavior represent its

Back 99

organizational culture.

Front 100

General Motors is organized into these groups: GMC Trucks, Chevrolet, Pontiac, Oldsmobile, Buick, and Cadillac. Its type of departmentalization is

Back 100

product.

Front 101

When the decisions of a company are very risky and low-level managers lack decision-making skills, the company will tend to

Back 101

centralize.

Front 102

A temporary group of employees responsible for bringing about a particular change is a

Back 102

task force.

Front 103

An organization with many layers of managers is considered to be

Back 103

tall.

Front 104

Sales force for a accompany is an example of

Back 104

group