Term
| What is a mission statement |
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Definition
| goals and purpose of an organization/ values. |
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Term
| Where are strategic goals and plans developed from |
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Definition
| mission statements and top managers |
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Term
| where are tactical goals and plans developed from |
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Definition
| strategic goals and plans as well as middle managers |
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Term
| where are operation goals and plans developed from |
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Definition
| tactical goals and first line managers |
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Term
| how long are short term goals |
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Definition
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Term
| how long are intermediate goals |
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Definition
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Term
| how long are long term goals |
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Definition
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Term
| what is a contingency plan |
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Definition
| handle each situation differently depending on the situation |
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Term
| what are the 2 common types of operational plans |
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Definition
| single use plan and a standing plan |
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Term
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Definition
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Term
|
Definition
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Term
| what are some barriers to goal setting |
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Definition
1. goals are unobtainable
2. improper rewards
3. enviornmental changes
4. managers reluctant to set up goals
5. people resist change |
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Term
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Definition
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Term
| what are the three components of effective strategies |
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Definition
1. distinctive competence
2. scope
3. resource deployment |
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Term
| what is distinctive competence |
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Definition
| something a business does well |
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Term
| what is distinctive competence |
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Definition
| something a business does well |
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Term
|
Definition
| number of customers and competitors |
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Term
| what is resource deployment |
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Definition
| to distribute your resources |
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|
Term
| what is a business level strategy |
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Definition
| strategies within the industry |
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|
Term
| what is a corporate level strategy |
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Definition
| strategies across multiple industries |
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Term
| what is strategy formulation |
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Definition
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|
Term
| what is strategy implementation |
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Definition
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Term
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Definition
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Term
|
Definition
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Term
| what are the 3 forms of ownership |
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Definition
| sole proprietorship, partnership, corporation |
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Term
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Definition
| price of stock does not move much, a mainly rich people buy |
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Term
|
Definition
| most people buy common stock, it is the most risky you can make more or lose more |
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Term
|
Definition
| steps neccesary to reach goals |
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Term
| what are the three types of plans |
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Definition
| strategic,tactical, operational |
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Term
| what do the solid lines represent on a chain of command chart |
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Definition
| line relationship or a direct relationship |
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Term
| what do the dotted lines represent on a chain of command chart |
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Definition
| staff relationship or indirect/advisory |
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Term
| what are the two types of plans that are unique to differnt situations |
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Definition
| crisis management plan, contingency plan |
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Term
|
Definition
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Term
| what are the two types of small businesses |
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Definition
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|
Term
| what are characteristics of an MFG small business |
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Definition
| sells to a wholesaler (Ex farmers) |
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Term
| what are the four components of a service small business |
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Definition
| intangible, inseperable, variability, perishability/shortlived |
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Term
| what is meant by a service business being intangible |
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Definition
| cannot feel or touch the service |
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Term
| what is meant by a service small business being inseperable |
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Definition
| service and prvider are the same (doctor and medical care) |
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Term
| what is meant by a service business having variability |
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Definition
| many people can provide the service, but the customer is going to whom they like best |
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Term
| what is meant by a small service business having perishability/shortlived |
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Definition
| after the service is provided you still need to go again |
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Term
| what is the failure rate of starting a new business |
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Definition
| 75 percent or 3 out of 4 businesses fail |
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Term
| what are the main reasons new businesses fail |
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Definition
| do not have experience, do not have educational background, mismanagement |
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Term
|
Definition
| people who invest money in new, unproven businesses |
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Term
|
Definition
| small business association |
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Term
| what are the 3 sections of the SBA |
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Definition
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|
Term
| what does SCORE stand for |
|
Definition
| Service Core of REtired Executives |
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Term
|
Definition
| Active Core of Executives |
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Term
|
Definition
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|
Term
| what is another name for job specialization |
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Definition
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|
Term
| what is meant by job specialization/division of labor |
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Definition
| breaking down responsibilities into smaller components |
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Term
| what is a problem with job specialization |
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Definition
| boredom and lack of mobility with positions |
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Term
| what are some alternatives to job specialization |
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Definition
| job rotation, job enlargement, job enrichment, job characteristics approach |
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Term
|
Definition
| adding more tasks to employers responsibilities |
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Term
|
Definition
| doing more tasks and adding responsibility and independace |
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Term
| what are the five parts of the job characteristics approach |
|
Definition
1.skill variety
2.task identity
3. task significance
4. Autonomy
5.feedback |
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Term
| what is meant by skill variety |
|
Definition
| more skills and variety= less boredom |
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Term
| what is meant by task identity |
|
Definition
| can identify their role ("thats what i do") |
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Term
| what is task significance |
|
Definition
| perceive their job as important |
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Term
| what is meant by autonomy |
|
Definition
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|
Term
| what is meant by feedback |
|
Definition
|
|
Term
| what are the six ways companies divide jobs |
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Definition
| products, customer, function, location, time, sequence |
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Term
| what are the two types of spans of control |
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Definition
|
|
Term
| what are the three methods of distributing authority |
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Definition
| delegation, decentralization, centralization |
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Term
| what are the three steps of delegation |
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Definition
| assign responsibility, give them authority, establish accountability |
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Term
|
Definition
| power is given to several lower people |
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Term
|
Definition
| power is given to the top |
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Term
|
Definition
| a management principle that says workers should report to just one boss |
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Term
|
Definition
| who reports to who is clearly defined |
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Term
|
Definition
| an organization characterized by specialized jobs and responsibilities; preciselyy defined. unchanging roles; and a rigid chain of command |
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Term
|
Definition
| characterized by broadly defined jobs and responsibility; loosely defined, frequently changing roles |
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Term
| what are the two types of organizational structures |
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Definition
| bureaucratic model, behavioral model |
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Term
| what is system I refering to |
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Definition
|
|
Term
| what are the five characteristics of bureaucratic models |
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Definition
| division of labor, rules and regulations, organizational hierarchy(levels), impersonal relationships, expertise determines promotions |
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Term
| what does system IV refer to |
|
Definition
|
|
Term
| what are the 8 characteristics of a behavior model |
|
Definition
| leadership,motivation,communication,intrapersonal, decision making, goal setting, control, preform goals |
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|
Term
| what is the organizational life cycle |
|
Definition
| birth,youth,midlife,maturity |
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|
Term
| what is the functional u design form |
|
Definition
|
|
Term
| what is a conglomerate h form |
|
Definition
| unrelated diversification |
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|
Term
| what is substantive modification |
|
Definition
|
|
Term
| what are the steps in change process |
|
Definition
| unfreezing people affected by change, implementation,refreezing the people affected |
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Term
| what do they mean by unfreezing people affected by change |
|
Definition
| tell the people why the change is being made and why it is neccesary |
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Term
| what do they mean by refreezing the people affected |
|
Definition
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|
Term
| what is the 7 characteristics of the comprehensive approach |
|
Definition
| recognition of the need for change, establish goals for the change, diagnose the variables, select the appropriate change technique, plan the implementation, implement it, evaluate and follow up |
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Term
| what are some reasons people resist change |
|
Definition
| uncertainty, threatened self interest, different perceptions of the people who make change, feelings of loss |
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Term
| how can a manager overcome resistance to change |
|
Definition
| participation, education and communcation, facilitation, force field analysis, stress the positives |
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Term
| what are some reasons for change |
|
Definition
| economy, internal and external environment, ending life cycle, competition, unhappy employees, bad customer feedback |
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Term
| what kinds of things change within the organization |
|
Definition
| structure and design of company, technology, re-engineering, entropy, people |
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Term
| what are the 4 functions of the HR department |
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Definition
| attracting, developing, motivation, maintaining |
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Term
|
Definition
| trends in labor, supply and demand |
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Term
|
Definition
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|
Term
|
Definition
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|
Term
| table VII civil rights act 1964 |
|
Definition
| prevents discrimination: age, sex,race,color,religion, national origin |
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Term
|
Definition
| when minorities pass a required test at less then 80% of the pass rate for majorities |
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Term
| EEOC (equal employment opportunity commision) |
|
Definition
| made sure discrimination did not take place |
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|
Term
| age discrimination in employment act |
|
Definition
| cannot discriminate because over 40 years of age |
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Term
|
Definition
| seek out and hire individuals from under represented groups |
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|
Term
| ADA (americans with disabilities) |
|
Definition
| protects disabled americans |
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|
Term
|
Definition
|
|
Term
|
Definition
| men and women with same qualifications and same job for sometime then pay must be equal |
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Term
|
Definition
| occupational safety and health act |
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Term
|
Definition
| employers can five employees for any reason they want |
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