Exam #2 BUS 130

according to Vroom's expectancy theory, an employee asks what three questions before committing maximum effort to a task

1. can i accomplish a task 2. if i accomplish the task, what is the reward 3. is the reward worth the effort

five steps of the control process

1. establishing clear performance standards 2. monitoring and recording actual performance or results 3. comparing results against plans and standards 4. communicating results and deviations to appropriate employees 5. taking corrective action when needed and providing positive feedback

Maslow's hierachy of needs

A theory which suggests there are five levels of human needs: physiological, safety, belonging, self-esteem, self-actualization.

motivators

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.

contingent workers

Workers who do not have the expectation of regular, full-time employment.

adjusting to changing markets is

a critical managerial function

operations management

a specialized area in management that converts or transforms resources (including human resources) into goods and services

management by objectives (MBO)

a system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

staff personnel

advise and assist line personnel in meeting their goals, and include those in marketing research, legal advising, information technology, and human resource management

secondary boycott

an attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott; prohibited by the Taft-Hartley Act

craft union

an organization of skilled specialists in a particular craft or trade

flat organization

an organization structure that has few layers of management and a broad span of control

flat organizational structure

an organization structure that has few layers of management and a broad span of control

bureaucracy

an organizations reliance on the rules that give managers control over employees

mission statement

an outline of the fundamental purposes of an organization

unions use picketing in a labor dispute

as an information tool and to alert the public to an issue

fringe benefits

benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages

the way a company chooses to pay its employees for doing a job

can have an important effect on efficiency and productivity

inputs into the production process

capital, land, labor, entrepreneurship and knowledge

managers considered top management are

chief executive officer, chief operating officer, chief financial officer, chief information officer (aka chief knowledge officer)

decision making

choosing among two or more alternatives

brainstorming

coming up with as many solutions as possible in a short period of time with no censoring of ideas

the result of the increase in the rate of change in the business environment has been that

companies must change more quickly than ever and adapt to new technologies

leading

creating a vision for the organization and guiding, training, coaching and motivating others to work effectively to achieve the organization's goals and objectives

what are some of the quality of life issues that must be considered by companies when choosing a facility location

crime, climate, schools

flexible manufacturing

designing machines to do multiple tasks so that they can produce a variety of products

organizing

designs the structure of the organization; creates an organization chart showing line of responsibility and authority; places employees and resources where they will be effective in achieving the organization's goals

departmentalization

divides organizations into separate units workers are grouped by skills and expertise to specialize their skills

departmentalize by process

employees are able to focus on learning a dew critical skills such as cutting to make coats

some of the results of the 1938 Supreme Court ruling that allows employers to replace strikers include

employers can continue to produce goods and services, strikes are no longer as effective a tactic for labor, and strikes create more hostility and violence when scabs are hired

Wagner Act (National Labor Relations Act)

employers must bargain in good faith about wages, established the National Labor Relations Board to oversee union elections and unions may strike, picket and boycott employers

the bureaucratic principles proposed by Fayol and Weber are most likely to apply an organization that

employs many unskilled workers and wants to eliminate decision making for lower level employees

hygiene factors

factors that eliminate job dissatisfaction but don't motivate

the drawbacks to Weber's principles of organization have been

following the rules can become an end in itself and large organizations may develop too many rules

a traditional way to departmentalize is by

function, such as design, production, marketing, and accounting

if a manger really supports the team process, he needs to

give teams freedom to reward themselves when they have successfully managed themselves and achieved their goals

cross-functional self-managed teams

groups of employees from different departments who work together on a long-term basis

internal customers

individuals and units within the firm that receive services from other individuals or units

picketing

involves patrolling of a business site by workers who are on strike

problem solving differs from decision making because problem solving

is less formal and usually requires faster action

why would companies spend millions to move location

labor costs, availability of resources, access to transportation, proximity to suppliers and customers, crime rates, quality of life for employees, cost of living, and the need to train or retrain local workforce

industrial union

labor organizations of unskilled and semiskilled workers in mass-production industries such as automobiles and mining

supervisory management

managers who are directly responsible for supervising workers and evaluating their daily performance

time-to-market

moving products quickly to customers at the lowest cost

today's trend is to expand the span of control because

organizations save by reducing the number of middle managers and the workforce is better educated at all levels

soft benefits

perks that help balance life and work, such as spas, food service, and child care

production control includes

planning, routing, scheduling, dispatching and follow-up

networks of ethnic minorities have provided

pools of capital to assist in overcoming barriers, assistance in assimilating into U.S. business and information about career oportunities

disadvantages of departmentalization by function

poor communication between departments, identifying with department goals rather than the organization's, more slow response to external changes, more narrow specialties, engage in group think

mass production focuses on

producing a limited variety of products

continuous process

production process like that of a chemical plant where the process is long during production

mass customization

production system that tailors products to meet the needs of large numbers of individual customers

line personnel

responsible for directly achieving organizational goals, and include production workers, distribution people, and marketing personnel

matrix structure

sets up teams from different departments, thereby creating two or more intersecting lines of authority

human relations skills

skills that involve communication and motivation; they enable managers to work through and with people

technical skills

skills that involve the ability to perform tasks in a specific discipline of department

conceptual skills

skills that involve the ability to picture the organization as a whole and the relationship among its various parts

what are some examples of factors that contributed to increased worker productivity during the Hawthorne studies

social group membership and informality, management respect and interaction, worker involvement in managerial decisions

extrinsic rewards

something given to you by someone else as recognition for good work; includes pay increase, praise and promotion

objectives

specific, short-term statements detailing how to achieve the organization's goals

time-motion studies

studies about which tasks must be performed to complete a job and the time needed to do each task

scientific management

studying workers to find the most efficient ways of doing things and then teaching people those techniques

Max Weber

the German economist and sociologist who promoted the pyramid-shaped organization structure

arbitration

the agreement to bring in an impartial third party to render a binding decision in a labor dispute

goals

the broad, long-term accomplishments an organization wishes to attain

companies are outsourcing the administration or benefit programs because

the cost and complexity of these programs have accelerated

production

the creation of finished goods and services using the factors of production

operational planning

the department manger's tool for setting daily and weekly standards and schedules to meet the company's tactical objectives

middle management

the level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

controlling

the management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job and taking corrective action if they are not

assembly process

the part of the production process that puts together components

intrinsic reward

the personal satisfaction you feel when you perform well and complete goals

Max Weber proposed

the principles of bureaucracy which brought consistent application of rules and procedures to organization

tactical planning

the process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done

facility location

the process of selecting a geographic location for a company's operations

management

the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources

lean manufacturing

the production of goods using less of everything compared to mass production

Hawthorne Effect

the tendency for people to behave differently when they know they are being studied

computer-aided design (CAD)

the use of computers in the design of products

computer-aided manufacturing (CAM)

the use of computers to guide and control the manufacturing process

form utility

the value producers add to materials in the creation of finished goods and services

elements of scientific management

time, method, rules of work

tall organization

type of structure in a firm where there are several levels of management each with a narrow span of control

shop stewards

union officials who work permanently in an organization and represent employee interests on a daily basis

primary boycott

when a union encourages both its members and the general public not to buy the products of a firm involved in a labor dispute

intermittent process

when production runs are short and machines are frequently changed to make different products