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Terms in this set (34)
Organizations
Organizations are collections of people who work together and coordinate their actions to achieve a wide variety of goals, or desired future outcomes.
Management
Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
Efficiency
is a measure of how productively resources are used to achieve a goal.
Effectiveness
is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves those goals.
Planning
managers identify and select appropriate organizational goals and courses of action; they develop strategies for how to achieve high performance.
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A strategy is a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve these goals
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A low cost strategy is a way of obtaining customers by making decisions that allow an organization to produce goods or services more cheaply than its competitors so it can charge lower prices than they do.
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A differentation strategy's goal is to deliver to customers new, exiting and unique products and services.
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Organizing is structuring working relationships so organizational members interact and cooperate to achieve organizational goals.
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Organizational structure determines how an organization's resources can be best used to create goods and services.
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In leading, managers articulate a clear organizational vision for the organization's members to accomplish, and they energize and enable employees so everyone understands the part he or she plays in achieving organizational goals.
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In controlling, the task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance
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A department is a group of managers and employees who work together because they possess similar skills and experience or use the same kind of knowledge, tools, or techniques to perform their jobs.
first-line managers
At the base of the managerial hierarchy are first-line managers, often called
supervisors.
They are responsible for daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services.
middle manager
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.
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Top managers establish organizational goals; they decide how the different departments should interact; and they monitor how well middle managers in each department use resources to achieve goals.
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Conceptual skills are demonstrated in the general ability to analyze and diagnose a situation and to distinguish between cause and effect.
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Human skills include the general ability to understand, alter, lead, and control the behavior of other individuals and groups.
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Technical skills are the job-specific skills required to perform a particular type of work or occupation at a high level.
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Today the term core competency is often used to refer to the
specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors.
Departmental skills that create a core competency give an organization a competitive advantage.
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Restructuring involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs.
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Outsourcing involves contracting with another company, in a low-cost country abroad, such as Vietnam or China, to have it perform a work activity the organization previously performed itself.
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Empowerment is a management technique that involves giving employees more authority and responsibility over how they perform their work activities.
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Self-managed teams are a group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities.
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THe rise of global organizations, organizations that operate and compete in more than one country, has pressured many organizations to identify better ways to use their resources and improve performance.
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Competitive advantage is the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors.
The four building blocks of competitive advantage are superior:
Efficiency
Quality
Innovation
Responsiveness to customers
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Employees involved in TQM are often organized into quality control teams and are responsible for finding new and better ways to perform their jobs; they also must monitor and evaluate the quality of goods they produce.
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Innovation is the process of creating new or improved goods and services that customers want or developing better ways to produce or provide goods and services.
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Turnaround management is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper.
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TO create a highly trained and motivated workforce, as well as to avoid major class-action lawsuits, managers must establish human resource management (HRM) procedures and practices that are legal, are fair, and do not discriminate against any organizational members.
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Another important challenge for managers is to continually utilize efficient and effective new IT that can link and enable managers and employees to better perform their jobs--whatever their level in the organization.
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Natural
causes
Causes of global crises that arise because of natural causes include the hurricanes, tsunamis, earthquakes, famines, and diseases.
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Human causes
global crises that result from factors such as industrial pollution, poor attention to worker and workplace safety, global warming and the destruction of the natural habitat or environment, and geopolitical tensions and terrorism.
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Crisis management involves making important choices about how to:
Create teams to facilitate rapid decision making and communication
Establish the organizational chain of command and reporting relationships necessary to mobilize a fast response.
Recruit and select the right people to lead and work in such teams
Develop bargaining and negotiating strategies to manage the conflicts that arise whenever people and
groups have different interests and objectives.
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