Principles of Management (IAC1)
Situational analysis
A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under
Conglomerate diversification
A strategy used to add new businesses that produce unrelated products or are involved in unrelated markets and activities
Unity-of-command principle
A structure in which each worker reports to one boss, who in turn reports to one boss
Strategic control system
A system designed to support managers in evaluating the organization's progress regarding its strategy and, when discrepancies exist, taking corrective action
Expectancy theory
A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome
Path-goal theory
A theory that concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals
Job analysis
A tool for determining what is done on a given job and what should be done on that job
A
Which of the following is true about resistance to change? A. People at all levels of their organizations, from entry-level to executives, resist change. B. General reasons for resistance to change include self-interest, misunderstanding, and management tactics. C. Usually managers tend to overestimate the amount of resistance they will encounter. D. Change-specific reasons for resistance to change include peer pressure, surprise, and timing. E. All employees of an organization often tend to show the same level of resistance to change.
E
Which of the following steps of motivating people to change begins with establishing a vision of where the company is heading? A. Refreezing B. Leading C. Unfreezing D. Freezing E. Moving
Environmental Uncertainly
means managers do not have enough information about the environment to understand or predict the future
Network organization
A collection of independent, mostly single-function firms that collaborate on a good or service
Divestiture
A firm selling one or more businesses</em><span class
Task performance behaviors
Actions taken to ensure that the work group or organization reaches its goals
Domain selection
Entering a new market or industry with an existing expertise
Relationship-motivated leadership
Leadership that places primary emphasis on maintaining good interpersonal relationships
Strategic goals
Major targets or end results relating to the organization's long-term survival, value, and growth
Universalism
The ethical system stating that all people should uphold certain values that society needs to function
D
The final step in managing resistance involves strengthening new behaviors that support a change and is referred to as ____. A.moving B. stabilizing C. solidifying D. refreezing E. enforcing
Strategic vision
The long-term direction and strategic intent of a company
C
Which of the following is true of shared leadership in change efforts? A. It often escalates with growth of the company and over time. B. It is rare in start-ups and very small organizations. C. It occurs when people not only support a change but also help implement it. D. The traditional corporate structure is ideal for creating it. E. It is improved when organizations maintain rigid, bureaucratic environments.
Specialization
A process in which different individuals and units perform different tasks
Management by objectives (MBO)
A process in which objectives set by a subordinate and a supervisor must be reached within a given time period
Strategic management
A process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies
Skunkworks
A project team designated to produce a new, innovative product
ISO 9001
A series of quality standards developed by a committee working under the International Organization for Standardization to improve total quality in all businesses for the benefit of producers and consumers
Tactical planning
A set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization, such as a functional area like marketing
Differentiation strategy
A strategy an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions
Concentration
A strategy employed for an organization that operates a single business and competes in a single industry
Concentric diversification
A strategy used to add new businesses that produce related products or are involved in related markets and activities
Coordination by mutual adjustment
Units interact with one another to make accommodations to achieve flexible coordination
B
Which of the following change-specific reasons for resistance is likely to occur when people think a change will cause them to lose something of value? A. Surprise B. Self-interest C. Different assessments D. Management tactics E. Misunderstanding
E
Which of the following helps managers to manage the change process by investigating specific factors that prevent people from changing and those that drive people toward change? A. SWOT analysis B. Trend analysis C. Situational analysis D. Six-sigma analysis E. Force-field analysis
Strategic leadership
Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future
Supervisory leadership
Behavior that provides guidance, support, and corrective feedback for day-to-day activities
Forecasting
Method for predicting how variables will change the future
Flexible processes
Methods for adapting the technical core to changes in the environment
Corporate governance
The role of a corporation's executive staff and board of directors in ensuring that the firm's activities meet the goals of the firm's stakeholders
Corporate strategy
The set of businesses, markets, or industries in which an organization competes and the distribution of resources among those entities
Organization culture
The set of important assumptions about the organization and its goals and practices that members of the company share
Labor relations
The system of relations between workers and management
Arbitration
The use of a neutral third party to resolve a labor dispute
SWOT analysis
A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy
Diversification
A firm's investment in a different product, business, or geographic area
Mechanistic organization
A form of organization that seeks to maximize internal efficiency
Strategic alliance
A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals
Trait approach
A leadership perspective that attempts to determine the personal characteristics that great leaders share
Behavioral approach
A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit
Laissez-faire
A leadership philosophy characterized by an absence of managerial decision making
Six sigma quality
A method of systematically analyzing work processes to identify and eliminate virtually all causes of defects, standardizing the processes to reach the lowest practicable level of any cause of customer dissatisfaction
Scenario
A narrative that describes a particular set of future conditions
Group maintenance behaviors
Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Egoism
An ethical system defining acceptable behavior as that which maximizes consequences for the individual
Utilitarianism
An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers
Matrix organization
An organization composed of dual reporting relationships in which some employees report to two superiors—a functional manager and a divisional manager
Monolithic organization
An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population
Pluralistic organization
An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds
Multicultural organization
An organization that values cultural diversity and seeks to utilize and encourage it
Strategic maneuvering
An organization's conscious efforts to change the boundaries of its task environment
Organic structure
An organizational form that emphasizes flexibility
Prospectors
Companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring
Buffering
Creating supplies of excess resources in case of unpredictable needs
Functional organization
Departmentalization around specialized activities such as production, marketing, and human resources
Divisional organization
Departmentalization that groups units around products, customers, or geographic regions
Expectancy
Employees' perception of the likelihood that their efforts will enable them to attain their performance goals
Caux Principles
Ethical principles established by international executives based in Caux, Switzerland, in collaboration with business leaders from Japan, Europe, and the United States
Substitutes for leadership
Factors in the workplace that can exert the same influence on employees as leaders would provide
C
In managing resistance to organizational changes, facilitation and support method is most likely to be used when: A. the group has considerable power to resist. the B. initiators do not have all the information they need to design the change. C. people are resisting because of adjustment problems. D. there is a lack of information or inaccurate information and analysis. E. speed is essential, and the change initiators possess considerable power.
Bootlegging
Informal work on projects, other than those officially assigned, of employees' own choosing and initiative
Competitive intelligence
Information that helps managers determine how to compete better
Coordination by plan
Interdependent units are required to meet deadlines and objectives that contribute to a common goals
Task-motivated leadership
Leadership that places primary emphasis on completing a task
Smoothing
Leveling normal fluctuations at the boundaries of the environment
360-degree appraisal
Process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance
Diversity training
Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diversified workforce
Environmental scanning
Searching for and sorting through information about the environment
Structured interview
Selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers
A
To be world class, an organization should: A. use the best and latest knowledge and ideas. B. strive for a controlled improvement. C. be driven by business-as-usual goals. D. solely focus on beating the competition. E. continue to use the methods, systems, and cultures of the past.
Affirmative action
Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past
A
Strategic, technostructural, human resources management, and human process are types of: A. organization development interventions. B. affirmative action programs. C. organization behavior modification approaches. D. awareness building techniques. E. total quality management systems.
Functional strategies
Strategies implemented by each functional area of the organization to support the organization's business strategy
Independent strategies
Strategies that an organization acting on its own uses to change some aspect of its current environment
Cooperative strategies
Strategies used by two or more organizations working together to manage the external environment
Dynamic network
Temporary arrangements among partners that can be assembled and reassembled to adapt to the environment
Vertical integration
The acquisition or development of new businesses that produce parts or components of the organization's product
Validity
The degree to which a selection test predicts or correlates with job performance
Span of control
The number of subordinates who report directly to an executive or supervisor
Organizational climate
The patterns of attitudes and behavior that shape people's experience of an organizatio
Formalization
The presence of rules and regulations governing how people in the organization interact
Coordination
The procedures that link the various parts of an organization for the purpose of achieving the organization's overall mission
Benchmarking
The process of comparing an organization's practices and technologies with those of other companies
Operational planning
The process of identifying the specific procedures and processes required at lower levels of the organization