Management Ch 6-10

Front 1

The task environment is the set of forces and conditions that originate with:

Back 1

distributors.

customers.

competitors.

suppliers.

Front 2

Who provides an organization with the input resources (such as raw materials, component parts, or employees) it needs to produce goods and services?

Back 2

Suppliers

Front 3

An organization that is not presently in a task environment but has the resources to enter if it so chooses is called a

Back 3

potential competitor.

Front 4

What factors make it difficult and costly for a company to enter a particular task environment or industry?

Back 4

Barriers to entry

Front 5

What are the cost advantages associated with large operations?

Back 5

Economies of scale

Front 6

______ is customers' preference for the products of organizations currently in the task environment.

Back 6

Brand loyalty

Front 7

Which of the following changes explain the global force in the general environment?

Back 7

Political systems

Front 8

The traditional system of relationships established between people and groups in a society is referred to as:

Back 8

social structure.

Front 9

______ forces are pressures emanating from the social structure of a country or society or from the national culture, such the concern for diversity

Back 9

Sociocultural forces

Front 10

______ forces are outcomes of changes in, or changing attitudes toward, the characteristics of a population.

Back 10

Demographic

Front 11

What is the tax that a government imposes on goods imported into the country from another country?

Back 11

A tariff

Front 12

______ states that if each country specializes in the production of the goods and services that it can produce most efficiently, this will make the best use of global resources.

Back 12

The free-trade doctrine

Front 13

______ are unwritten, informal codes of conduct that prescribe appropriate behavior in particular situations and are considered important by most members of a group or organization.

Back 13

Norms

Front 14

Values and norms are the building blocks of national:

Back 14

culture

Front 15

______ is a worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group

Back 15

Collectivism

Front 16

Societies with ______ are easygoing, value diversity, and tolerate differences in personal beliefs and actions.

Back 16

low uncertainty avoidance

Front 17

A national culture with a ______ rests on values such as saving and persistence in achieving goals.

Back 17

long-term orientation

Front 18

A national culture with a ______ is concerned with living for the present.

Back 18

short-term orientation

Front 19

What process occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups?

Back 19

Decision making

Front 20

What type of decisions are made based on rules and guidelines?

Back 20

Programmed

Front 21

The decision making process that is routine or automatic is referred to as:

Back 21

program.

Front 22

Managers rely on ______—feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering, and result in on-the-spot decisions

Back 22

intuition

Front 23

Which model specifies how decisions should be made?

Back 23

Classical

Front 24

What term describes the situation in which the number of alternatives a manager must identify is so great and the amount of information so vast that it is difficult for the manager to even come close to evaluating it all before making a decision?

Back 24

Bounded rationality

Front 25

Information is incomplete because of:

Back 25

risk.

uncertainty.

time constraints.

ambiguity.

Front 26

What is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them?

Back 26

Risk

Front 27

When ______exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown.

Back 27

uncertainty

Front 28

______ is searching for and choosing an acceptable response, rather than trying to make the best decision.

Back 28

Satisficing

Front 29

In the real world, managers must rely on their ______ to make what seems to them to be the best decision in the face of uncertainty and ambiguity.

Back 29

judgment

Front 30

What are rules of thumb that simplify the process of making decisions?

Back 30

Heuristics

Front 31

The tendency of decision makers to overestimate their ability to control activities and events is called

Back 31

illusion of control.

Front 32

______ is source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing.

Back 32

Escalating commitment

Front 33

______ is a pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.

Back 33

Groupthink

Front 34

A critical analysis of a preferred alternative, made in response to challenges raised by a group member who defends unpopular or opposing alternatives for the sake of argument is referred to as

Back 34

devil's advocacy.

Front 35

______ learning is the process through which managers seek to improve employees' desire and ability to understand and manage the organization.

Back 35

Organizational

Front 36

______ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.

Back 36

Creativity

Front 37

______ is a cluster of related managerial decisions and actions to help an organization attain one of its goals.

Back 37

A strategy

Front 38

What statement explains an organization's purpose, products, and customer base that differentiate an organization from its competitor?

Back 38

Mission statement

Front 39

______ means that managers need to make every attempt to collect and use all available information in the planning process.

Back 39

Accuracy

Front 40

In large organizations planning usually takes the ______ level of management. corporate, business or division, and department or functional.

Back 40

business

corporate

division

departmental

Front 41

The ______ plan contains top management's decisions concerning the organization's mission and goals, overall (corporate-level) strategy, and structure.

Back 41

corporate-level

Front 42

______ strategy outlines the specific methods a division, business unit, or organization will use to compete effectively against its rivals in an industry.

Back 42

Business-level

Front 43

Typically ______-level goals and strategies require long- and intermediate-term plans.

Back 43

business

Front 44

______-level goals and strategies require intermediate- and short-term plans.

Back 44

Functional

Front 45

The use of ______ plans allows managers to plan flexibility without losing sight of the need to plan for the long term.

Back 45

rolling

Front 46

______ plans are used in situations in which programmed decision making is appropriate.

Back 46

Standing

Front 47

A ______ is a general guide to action.

Back 47

policy

Front 48

A ______ is a formal, written guide to action.

Back 48

rule

Front 49

A ______ is a written instruction describing the exact series of actions that should be followed in a specific situation.

Back 49

standing operating procedure

Front 50

______ is the generation of multiple forecasts of future conditions followed by an analysis of how to respond effectively to each of those conditions.

Back 50

Scenario planning

Front 51

A planning exercise that analyzes the internal strengths and weaknesses the external opportunities and threats of the external environment is referred to as:

scenario planning.

Back 51

SWOT analysis.

Front 52

In a _____ strategy, managers try to gain a competitive advantage by focusing the energy of all the organization's departments or functions on driving the company's costs down below the costs of its industry rivals.

Back 52

low-cost

Front 53

______ is the corporate-level strategy of expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services.

Back 53

Diversification

Front 54

When adopting a ______, an organization sells the same standardized product in each national market in which it competes.

Back 54

global strategy

Front 55

When expanding internationally, which way has the greatest amount of risk?

Back 55

Exporting

Front 56

A(n) ______ is a strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business.

Back 56

joint venture

Front 57

What is the set of functional-level strategies to increase the performance of the operating system a company uses to transform inputs into outputs?

Back 57

value chain management

Front 58

A company's ______ is the sequence of functional activities necessary to transform inputs into the finished goods.

Back 58

value chain

Front 59

The ______ function can help create value through brand positioning and advertising that increase customer perceptions of the utility of a company's product

Back 59

marketing

Front 60

The ______ function controls the movement of physical materials from the procurement of inputs through production and to distribution and delivery to the customer.

Back 60

materials management

Front 61

The ______ function is responsible for creating, assembling, or providing a good or service—for transforming inputs into outputs.

Back 61

production

Front 62

The ______ function can create a perception of superior value by solving customer problems and supporting customers after they have purchased the product.

Back 62

service

Front 63

______ means producing goods and services that have attributes that customers perceive as being superior to those found in competing products.

Back 63

Quality

Front 64

Successful ______ gives an organization something unique or different about its products that rivals lack.

Back 64

innovation

Front 65

According to ______ philosophy, the customer, not managers in quality control or engineering, defines what quality is.

Back 65

TQM

Front 66

In the ______ process, once a measure has been set for comparison, the next step is to set a challenging quality goal and create incentives for reaching that goal.

Back 66

TQM

Front 67

The goal of ______ is to improve a company's quality to only three defects per million by systematically altering the way all the processes involved in value chain activities are performed

Back 67

Six Sigma

Front 68

______ focuses on improving value chain processes to increase quality.

Back 68

Six Sigma

Front 69

What is a measure of how well an organization uses all its resources—such as labor, capital, materials, or energy—to produce its outputs?

Back 69

Efficiency

Front 70

By utilizing a JIT inventory system, Wal-Mart maintains the same service level as its competitors, but at one-fourth the inventory holding cost, which is their major source of cost savings. The retail giant is utilizing:

Back 70

MRP.

Front 71

______ involves the radical redesign of business processes to achieve dramatic improvements in critical measures of performance.

Back 71

Process reengineering

Front 72

______ development is the management of the value chain activities involved in bringing new or improved goods and services to the market

Back 72

Product

Front 73

The ______ plan specifies all of the relevant information that managers need to decide whether to go ahead with a full-blown product development effort.

Back 73

product development

Front 74

______ members are the members of a team who bear primary responsibility for the success of a project.

Back 74

Core

Front 75

What is the process by which managers establish the structure of working relationships among employees to allow them to achieve organizational goals efficiently and effectively?

Back 75

Organizing

Front 76

__________ technologies are characterized by low task variety and high task analyzability

Back 76

Routine

Front 77

Job ______ is the process by which managers decide how to organize the tasks that workers need to do into the jobs that are needed to produce the organization's goods or services.

Back 77

design

Front 78

Job ______ is increasing the number of different tasks in a given job by changing the division of labor.

Back 78

enlargement

Front 79

Jill's manager encourages workers to develop new skills, allows them to monitor and measure their own performance, allows them to decide how to work and respond to unexpected situations, and empowers them to experiment to find new, better ways to do their jobs. Based on this information, Jill's manager is using ______ to group tasks into jobs.

Back 79

job enrichment

Front 80

A ______ team is a group of managers that are brought together from different departments to perform organizational tasks.

Back 80

cross-functional

Front 81

______ is the extent to which a job requires that a worker perform all the tasks necessary to complete the job, from the beginning to the end of the production process.

Back 81

Task identity

Front 82

______ is the degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization, such as coworkers, or on people outside the organization, such as customers.

Back 82

Task significance

Front 83

______ is the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out.

Back 83

Autonomy

Front 84

______ is the extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job.

Back 84

Feedback

Front 85

When managers organize divisions according to the type of good or service they provide, they adopt a ______structure.

Back 85

product

Front 86

When its customers are very diverse, even within a particular area, it is most appropriate for a company to use a _________.

Back 86

market structure

Front 87

A(n) ______ structure groups people and resources by function and product simultaneously.

Back 87

product

Front 88

The relative authority that each manager has is referred to as:

Back 88

the chain of command.

Front 89

The term ______ refers to the number of subordinates who report directly to a manager.

Back 89

span of control

Front 90

Lesley is concerned about the amount of coordination among the various departments in her organization. To increase the level of coordination she can:

Back 90

establish liaison roles.

Front 91

Because of her commitment to organizational culture at RST Enterprises, Eva is able to ______ organizational values and norms and then let these values and norms guide their decisions and actions.

Back 91

internalize

Front 92

Organizational ______ is shaped by the interaction of four main factors: the personal and professional characteristics of people within the organization, organizational ethics, the nature of the employment relationship, and the design of its organizational structure.

Back 92

culture

Front 93

What type of culture develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed?

Back 93

Adaptive culture

Front 94

In what type of culture are employees content to be told what to do and have little incentive or motivation to perform beyond minimum work requirements?

Back 94

Inert