Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
37 Cards in this Set
- Front
- Back
upward communication.
|
speaking w/ superiors.
The main function of upward communication is to provide information to the upper levels about what is happening at the lower levels. |
|
Horizontal communication
|
flows laterally among workers on the same level of an organization and cuts across all boundaries. Horizontal communication does not follow the chain of command and it cuts across boundaries (business unit, product line, geographic etc). It can consist of conferences, phone calls, conversations, memos, emails, or reports. For example two secretaries in different departments exchange emails about a project.
|
|
grapevine
|
also known as the "rumor mill." The grapevine is inevitable
Keeping the subordinates well informed can reduce the amount of false information generated through the grapevine. |
|
Affirmative action
|
requires companies to actively seek to employ minorities and women
|
|
Performance-oriented compensation
|
most likely result in additional wages, as in the case of incentive wages, or commission.
|
|
business environment
|
includes things such as competitors, market conditions, the supply and demand for a certain product, etc
|
|
Job evaluation
|
the process of determining a job's wages.
|
|
job specification
|
list of the qualifications a person must have to do the job
|
|
Job enrichment
|
involves increasing the depth of the job--not giving just more work, but adding job planning and controlling elements
|
|
job enlargement
|
involves just adding more of the same work--the worker gets no satisfaction out of job enlargement
|
|
Fiedler's contingency theory
|
a person's leadership style cannot be changed; they must try to find situations which match their style, or change the situation
|
|
budget
|
most commonly used form of financial control
|
|
break-even chart
|
where the money which comes in is equal to the costs.
|
|
The Wagner Act/National Labor Relations Act
|
gives employees the right to form unions and bargain collectively with employers.
|
|
Social responsibility
|
an organization tries to be responsible to society, even if that may mean reducing profits. Examples are fair employment practices, helping with urban renewal and development, working with educational institutions, and limiting pollution.
|
|
decentralized chain of command
|
disperses the authority to include lower levels of management instead of concentrating power at the top.
. No organization is either fully centralized or decentralized. |
|
ask a candidate about previous arrests
|
inappropriate, unless it is directly related to your job performance. Asking questions such as why you left your previous job, names of references, etc., is fine.
|
|
functional organization
|
When a staff function or activity becomes so important that its performance is critical to the organization's success,
The personnel department in an organization is an example of a functional organization--it makes sure that laws, regulations, and procedures are uniformly enforced in the organization. |
|
best interview questions
|
open-ended questions which focus on letting the candidate being interviewed to do as much talking as possible.
|
|
Management by objectives
|
involves subordinates and managers working together to set specific goals for the subordinate to achieve.
|
|
universality of management
|
states that the functions of management are the same in any organization.
management is not easily taught, but the basic concepts are the same in any organization. |
|
Human Resources department
|
takes into account organizational development, but not project development.
|
|
Effectiveness
|
the managerial ability of choosing the right course, or getting things accomplished
|
|
efficiency
|
doing something in the most efficient way possible. Once a manger chooses the course of action, he would then try to find the most efficient way to do it.
|
|
SWOT
|
identifies an organization's strengths, weaknesses, opportunities, and threats. SWOT stands for strengths, weaknesses, opportunities, threats.
|
|
Decentralized Authority
|
authority is distributed throughout the organization--it allows those closest to problems and opportunities to make decisions
|
|
centralized authority
|
authority is given to a few top managers, allowing decisions to be made by those with the “big picture."
|
|
line organization
|
simplest organizational structure is the line organization. Many small companies operate as a pure line organization. This results in a clear chain of command and a simple organization chart.
|
|
Functional departmentalization
|
most common-splitting into functions
|
|
Operational decision making
|
done by the lower levels of management and deals with day-to-day processes.
|
|
forcing
|
In conflict resolution, when a party uses superior power to impose a solution,
It is normally the only successful method when there are conflicts of personal values or personality. |
|
Problem solving
|
works well when conflict results from communication difficulties.
|
|
variable budget
|
shows costs of production for different scenarios--i.e. for different levels of monthly sales
|
|
Myers-Briggs Type Indicator
|
helps identify an individual's problem solving type.
consists of 126 items which help determine a person's problem solving type. I the way a person perceives information the way he makes decisions |
|
intuition
|
A person who takes what someone says without proof, who is idea and theory-oriented
|
|
Sensing
|
involves being rational and realistic. Intuition involves being idea and theory-oriented and creative.
|
|
Authority
|
the right to do something, or tell someone else to do it, in order to reach organizational objectives.
|