unit 3.1 study guide

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what does SWOT stand for

Strength, Weakness, Opportunities, Threats

which two parts of SWOT are internal

Strengths, Weakness

what specific tasks are included in the Staffing function

Deciding the jobs that need to be filled, finding (recruiting) potential employees, hiring employees, training employees, promoting employees, evaluating employees

what level of management sets goals/makes decisions for the entire organization

Managers

what are the types of resources brought together during the organizing function

Money, equipment, building/space, employees

which two part of SWOT are external

Opportunities, Threats

how are standards set

Organizations goals and objectives

which type of standard would be created to increase the accuracy related to checking out a customer

Quality

which of the above action steps should be the LAST step

Revise (change) the standard

S- M- A- R- T-

S: specific, M going at least 60% up in revenue, A- can you do it, R-why, T- end time

what are the purposes of an organizational chart

Show the major work units that make up the businesses. Allow employees to identify which unit they are affiliated with and how it relates to other units and to whom they are accountable. Identifies lines of authority and formal communication within an organization.

what do the letters in SMART goals stand for

Specific, Measurable, Attainable, Realistic, Timely

what level of management is typically involved in day to day operations and works directly with non-management employees

Supervisors

what are the 3 action steps an organization takes if standards are not met

Take steps to improve performance, change policies and procedures, revise (change) the standard

which type of standard would be created to reduce the amount of time it takes to check out a customer

Time

SMART goal: rewrite the goal to make it measurable and time-bound a. "We will increase customer satisfaction."

We can increase customer satisfaction by getting more products to choose from in two months.


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