Management Final

Front 1

communication channel

Back 1

oral, nonverbal, and written

Front 2

communication process

Back 2

takes place between a sender who encodes a message and transmits it through a channel to a receiver who decodes it and may give feedback

Front 3

vertical and horizontal communication

Back 3

vertical - is the flow of information both downward and upward through the organization chain of command aka formal communication.

horizontal - is the flow of information between colleagues and peers. It is formal and doesn't follow the chain of command.

Front 4

Grapevine

Back 4

the informal flow of information in any direction throughout an organization.

Front 5

paraphrasing

Back 5

is restating a message in your own words

Front 6

perception

Back 6

it is the way that someone perceives a message

Front 7

noise

Back 7

anything that interferes with a message transmition

Front 8

filtering

Back 8

is the process of altering or distorting information to project a more favorable image

Front 9

message sending process

Back 9

1. develop rapport
2. state your communication objective
3. transmit your message
4. check the receiver's understanding
5. get a commitment and follow up

Front 10

response styles

Back 10

1 reflecting - use when coaching or counseling
2 probing - shows full understanding
3 diverting - is appropriate if it makes either side uncomfortable
4 advising - when someone is asking for advise
5 reassuring - when the speaker's confidence needs a boost

Front 11

empathic listening

Back 11

is understanding and relating to another's feelings

Front 12

management information systems (MIS)

Back 12

transform data into the information employees need to do their work

Front 13

decision support systems (DSS)

Back 13

use managers insights to make non-routine decisions

Front 14

motivation

Back 14

is the willingness to achieve organizational objectives or to go above and beyond

Front 15

motivation process

Back 15

go from need to motive to behavior to consequence to satisfaction or dissatisfaction

Front 16

performance formula

Back 16

performance= ability x motivation x resources

Front 17

motivation theories

Back 17

content motivation theories - identifying and understanding employees needs

process motivation theories - focus on understanding how employees choose behaviors to fulfill the needs

reinforcement theory - consequences of behavior will motivate employees to behave in predetermined ways

Front 18

content motivation theories

Back 18

hierarchy of needs - five level of needs physiological, safety, social, esteem, and self actualization

ERG theory - 3 needs, existence, relatedness, and growth

two factory theory, people are motivated by motivators

Acquired needs theory - are motivated by their need for achievement, power, and affiliation

Front 19

Process motivation theories

Back 19

equity theory - motivated when their perceived inputs equal outputs

goal setting theory - achievable but difficult goals motivate employees

expectancy theory - motivated when they think they can accomplish the task and the reward is worth it

Front 20

reinforcement theory

Back 20

positive reinforcement - having a preferred consequence for desirable performance

avoidance reinforcement - is threatening to provide negative consequences for poor performance

punishment - providing an undesirable consequence for an undesirable behavior

extinction - is the withholding of reinforcement for a particular behavior

Front 21

groups versus teams

Back 21

group - has two or more members with a clear leader who perform independent jobs

team - has a small number of members with shared leadership who perform independent jobs

Front 22

group performance model

Back 22

group performance is a function of organizational context, group structure, group process, and group development stage

Front 23

group types

Back 23

are formal or informal, functional or cross-functional, and command or task

Front 24

command groups

Back 24

consist of managers and the employees they supervise

Front 25

task groups

Back 25

consist of employees selected to work on a specific objective

Front 26

virtual teams

Back 26

are physically located in different places but work together as a team

Front 27

group roles

Back 27

task role- do and say things that directly aid in the accomplishment of the objectives

maintenance role - members who do and say things to develop and sustain the group process

self-interest - members who do and say things that help themselves

Front 28

norms

Back 28

are expectation about behavior that are shared by member of a group.

Front 29

cohesiveness

Back 29

is the extent to which members stick together

Front 30

status

Back 30

is the perceived ranking of one member relative to another

Front 31

stages or group development

Back 31

1. orientation - is characterized by a low development level. figure out tasks
2. dissatisfaction - or storming state is characterized by a moderate development level
3. resolution - or norming stage, is characterized by high development
4. production - or performing stage, is characterized by outstanding development
5. termination - or adjourning stage

Front 32

team leaders

Back 32

empower members to take responsibility for performing the management functions and focus on developing effective group structure and group process and on furthering group development.

Front 33

meeting plan

Back 33

time, objectives, participation and assignments, agenda

Front 34

parts of meeting

Back 34

identify objectives, cover agenda, summarize and review assignments

Front 35

controlling

Back 35

is the process of establishing and implementing mechanisms to ensure that objectives are achieved

Front 36

preliminary control

Back 36

is designed to anticipate and prevent possible problems

Front 37

concurrent control

Back 37

is action taken to ensure that standards are met as inputs are transformed into outputs

Front 38

rework control

Back 38

is action taken to fix an output

Front 39

damage control

Back 39

is action taken to minimize negative impacts on customers/stakeholders due to faulty outputs

Front 40

systems process

Back 40

varies according to function within company

Front 41

control systems process

Back 41

1. set objectives and standards
2. measure performance
3. compare performance to standards
4. correct or reinforce

Front 42

standards

Back 42

measure performance levels in the areas of quantity, quality, time, cost, and behavior

Front 43

critical success factors

Back 43

are the limited number of areas in which satisfactory results will ensure successful performance, achieving the objective/standard

Front 44

frequency and methods

Back 44

constant controls - are in continuous use, include self control, clan control, and standing plans

periodic controls - are used on a regular, fixed basis, such as once per hour or day, every week, or at the end of the month, quarter, or year

occasional controls - are used on a sporadic basis when needed

Front 45

budget

Back 45

is a planned quantitative allocation of resources for specific activities

Front 46

capital expenditures

Back 46

includes all planned major asset investments

Front 47

financial statement

Back 47

- income statement - presents revenue and expenses and the profit or loss
- balance sheet - presents the assets and liabilities and owners equity
- cash flow statement - present that cashreceipts and payments for the stated time period

Front 48

coaching

Back 48

is the process of giving motivational feedback to maintation and improve performance

Front 49

management by walking around (MBWA)

Back 49

listening - to find out what is going on

teaching - does not mean telling employees what to do it means training

facilitation - means taking action to help employees get their jobs done

Front 50

management counseling

Back 50

is the process of giving employees feedback so they realize that a problem is affecting their job performance

Front 51

Employee Assistance Program (EAP)

Back 51

has a staff of people who help employees get professional assistance in solving their problems

Front 52

discipline

Back 52

1. refer to past feedback
2. ask why the undesired behavior was used
3. give the discipline
4. get a commitment to change and develop a plan
5. summarize and state the follow up

Front 53

operations

Back 53

is the function concerned with transforming resource inputs into product outputs

Front 54

product/service

Back 54

product - is a good, a service, or a combination of the two

Front 55

customer involvement

Back 55

make to stock - produce products with a common design and price, in anticipation of demand. most goods that you see in retail stores are from make to stock.

assemble to order - produce a standard product with some customized features

make to order - are carried out only after an order has been received from a customer

Front 56

facility layout

Back 56

product layout - is associated with make to stock and assemble to order leves of customer involvement

process layout - is associated with a make to order level of customer involvement

cellular layout - is associated with make to stock and assemble to order levels of customer involvement

Front 57

logical reasons for choosing facility location

Back 57

cost, proximity to inputs, transportation, access to human resources, number of facilities

Front 58

capacity

Back 58

is the amount of products an organization can produce

Front 59

routing

Back 59

is the path and sequence of the transformation of a product into an output

Front 60

priority scheduling

Back 60

is the continuing evaluation and reordering of the sequence in which products will be produced

Front 61

planning sheet

Back 61

state an objective and list the sequence of activities required to meet the objective, when each activity will begin and end

Front 62

gantt chart

Back 62

use bars to graphically illustrate a schedule and progress toward the objective over a period of time

Front 63

PERT Network chart

Back 63

is a network scheduling technique that illustrates the dependence of activities

Front 64

inventory

Back 64

is the stock of materials held for future use

Front 65

inventory control within systems process

Back 65

inputs - transformation - outputs - delivery to customer

Front 66

materials requirement planning (MRP)

Back 66

is a system that integrates operations and inventory control with complex ordering and scheduling

Front 67

enterprise resource planning (ERP)

Back 67

it collects processes and provides information about a firm's entire enterprise

Front 68

supply chain management

Back 68

is the process of coordination all the activities involved in producing a product and delivering it to the customer

Front 69

quality control

Back 69

is the process of ensuring that all types of inventory meet standards

Front 70

international standards organization (ISO)

Back 70

certifies firms that meet set quality standards

Front 71

Statistical process control (SPC)

Back 71

aids in determining whether quality is within an acceptable standard range

Front 72

productivity

Back 72

is a performance measure relating outputs to inputs

Front 73

balanced scorecard (BSC)

Back 73

missions and goals
financial performance
customer service performance
internal business performance
learning and growth performance