BUAD Exaxm 2

Human relations

A discipline within resource management which addresses interpersonal behaviors

PERT

A project management tool used to schedule, organize, and coordinate tasks within a project

Extrinsic reward

A valued outcome that is tangible, visible to others and external, such as a raise, promotion or praise

Real time

Actual time during which a process or event occurs

Line organization

Authority flows from top to bottom

Time motion studies

Combines time study of Frederick Winslow Taylor with motion study of Gilbreth's

CIM

Combining applications such as CAD, CAM and other computer systems to streamline the manufacturing process

Benchmarking

Comparing a firm's processes and performance to the world's best and/or best practices from other industries

CAM

Computer-aided manufacturing

ERP

Computerized system that integrates business functions such as purchasing inventory control, sales, finance and HR into a single database

MRP

Computerized system that uses sales forecasting in determining appropriate inventory levels of materials

Intermittent process

Condition in which a device operates normally for a time, then becomes defective for a time, with the process repeating itself at regular or irregular intervals

Quality

Consistent production of goods and services desired by customers that are free of defects and deficiencies

Decentralized authority

Decision-making authority is distributed throughout a larger group

Organization chart

Diagram that outlines the internal structure of a company

Six sigma quality

Disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process - from manufacturing to transactional and from product to service

Goal setting theory

Effects of setting goals on subsequent performance

Knowledge management

Efficient handling of information and resources within a commercial organization

Hygiene factors

Factors in a job necessary to avoid worker dissatisfaction but do not improve job satisfaction

Cross-functional self manage teams

Group of people with different functional expertise working toward a common goal

Self-directed teams

Group working their own way toward group defined goal

Self managed teams

Group working their own way toward management defined goal

Critical path

In a PERT chart, the sequence of activities that takes the longest time from start to finish

Form utility

Increasing attractiveness of a product to a group of customers; might involve making a product ready for consumption by converting it to a form that is more beneficial to consumers than the raw materials used to make it

Job enlargement

Increasing the scope of the job by combining several tasks into a single, more challenging assignment

PMI

Indicator of the economic health of the manufacturing sector; based on new orders, inventory levels, production, supplier deliveries, and employment environment

Informal organization

Informal working relationships that develop in an organization and contribute to work culture→no chart or organizers!

Motivation

Inner force that reflects goal-directed activity or behavior

JIT

Inventory system in which materials or supplies are delivered when required and neither sooner nor later

Technical skills

Knowledge and capabilities to perform specialized tasks

Free-rein leader

Leader who favors autonomy and allows group members to make decisions and take action as needed

Democratic leader

Leader who involves subordinates in goal setting, problem solving and decision making

Autocratic leader

Leader who maintains individual control over all decisions and accepts little input from subordinates

Free rein leadership

Leaders set objectives; employees are relatively free to do whatever it takes to accomplish those objectives

Goals

Long-term, measurable accomplishments to be achieved by the firm within a specified time frame

Enabling

Making someone or something able to do something.

Scientific management

Management approach concerned primarily with the physical efficiency of the work process

Bureaucracy

Management structure with many layers of management, a high degree of formalization and job specialization

Theory Z

Management view that employee involvement in the organization and decision-making leads to productivity

Theory X

Management view that employees are lazy, uninterested in work, and need to be prodded to perform their jobs

Theory Y

Management view that employees enjoy work and take responsibility for meeting their work requirements

Participative leadership

Managers and employees work together to make decisions

Assembly process

Manufacturing method in which value is added by putting together components to create a product

Process manufacturing

Manufacturing method in which value is added through physical or chemical transformation of the product

Continuous process

Manufacturing method to produce or process materials without interruption for long periods of time

Lean manufacturing

Manufacturing methodology based on maximizing value and minimizing waste in the manufacturing process

Flexible manufacturing

Manufacturing system that uses computer-controlled technology to produce different goods in varying volumes

SPC

Method of monitoring quality through random sampling of products and plotting variances from standard

Centralized authority

Most of the major decision-making power and authority rests in the hands of a concentrated group of leaders

Job rotation

Motivation strategy in which employees are moved between two or more jobs in a planned manner

MBO

Motivation technique in which managers and subordinates collaborate establishing performance goals and objectives

Job enrichment

Motivation technique to improve job satisfaction by incorporating task variety and responsibility

Equity theory

Motivation theory stating that employees seek a balance between their inputs/outputs compared to others in similar positions

Expectancy theory

Motivation theory stating that motivation depends on how much we want something and how likely we believe we are to get it

Span of control

Number of subordinates under the direct control of a manager of supervisor

Chain of command

Official hierarchy of authority that dictates who is in charge of whom within the organization

Transparency

Openness, communication, and accountability

Management

Organization and coordination of activities of the firm in oder to achieve defined goals and objectives

Flat organization

Organization with few layers of management between the executive level and lowest level

Tall organization

Organization with multiple layers of management between top executives and front-line employees

Matrix organization

Organizational structure that combines employees from different parts of the organization; often used for special projects

Contingency planning

Plan devised for an unexpected outcome; used for risk management when a risk would have catastrophic consequences

Management

Planning, organizing, staffing, leading or directing, and controlling an organization

Top management

President and VP

Planning

Process of establishing organizational goals and determining how to accomplish them

Controlling

Process of evaluating and regulating ongoing organizational activities to ensure that goals are achieved

Departmentalization

Process of organizing employees into groups or units to accomplish specific organizational goals

Inseparability

Production and consumption occur at the same time

Mass customization

Production of personalized or custom-tailored goods or services to meet customers' individual needs

Staffing

Recruitment, selection, development, training, and compensation of managerial personnel

Hierarchy of needs

Sequence of human motivation needs arranged by ascending order of importance, developed by Abraham Maslow

Gantt chart

Series of horizontal lines shows the amount of work done or production completed in certain periods of time in relation to amount planned for those periods

Objectives

Statements of short-term, specific outcomes that are to be achieved by the firm

Formal organization

Structure of an organization that is typically depicted on organization charts

Supervisory management

Supervisors, foreman, department heads, section leaders

Hawthorne effect

Tendency for people to behave when they know they are being studied; paying attention and showing you care leads to a greater job performance

Conceptual skills

The ability to think creatively about, analyze and understand complicated and abstract ideas

Vision

The answer to the question, "why does this organization exist?"

Production management

The application of management principles to the production function in a factory

Facility layout

The arrangement of machinery, equipment and people within a production facility

Organizing

The group of people, resources and activities to accomplish the objectives of the organization

Economies of scale

The increase in efficiency of production as the number of goods being produced increases

Hierarchy

The levels of management within a business organization, from the lowest to highest

Facility location

The process of determining the geographic placement of facilities to serve the firm's clients or customers

Brainstorming

The process of generating creative ideas and solutions through unrestricted group discussion

Self-actualization

The process of growing and developing as a person to achieve individual potential

Leading

The process of guiding, influencing and motivating others to work toward common goals

Decision making

The process of selecting one alternative from the available alternatives

Problem solving

The process of working through details of a predicament in order to reach a solution

CAD

The use of computers to assist in the design and development of products

Core competencies

Those functions that the organization can do as well as or better than any other organization

Line personnel

Those personnel in an organization who have direct job performance responsibilities

Needs

Underlying forces that create tension in an individual

Intrinsic reward

Valued outcome that comes from within the individual, such as a sense of accomplishment and self-esteem

Motivators

Workplace factors that provide employees with job satisfaction and presumably motivation

Mission statement

Written declaration of purpose that affirms the highest priorities of the organization

Reinforcement theory

You can change someone's behavior by using reinforcement, punishment, and extinction

Middle Management

division heads, branch managers, and plant managers

Operational planning

• Implementation of tactical plan • Setting work standards and schedules • Focuses on specific supervisors, department managers, and employees • Very short-term

Tactical planning

• Middle managers • Short term • Division level

Strategic planning

• Top managers • Long term • Organizational wide