A
The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals
Strategic Planning
A planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats
SWOT Analysis
An organizational structure in which the pyramidal organizational chart would be quite tall because of the various levels of management
Tall Organizational Structure
A part of the production process that physically or chemically changes materials
Process Manufacturing
A production process in which the production run is short and the machines are changed frequently to make different products
Intermittent Process
In 1953, factories employed what percent of the workforce?
30 percent
The process of preparing alternative courses of action that may be used if the primary plans don't achieve the organization's objectives
Contingency Planning
The process of setting work standards and schedules necessary to implement the company's tactical objectives
Operational Planning
An encompassing explanation of why the organization exists and where it is trying to go
Vision
The company can achieve economies of scale by centralizing all of the resources it needs and locating various experts in that area
True of False
This is a disadvantage of departmentalizing
FALSE
This is an advantage of departmentalizing
Which organizational structure offers more empowerment?
Flat organizational structure
Narrow organizational structure
Tall organizational structures
Flat organizational Structure
In a line-and-staff organization, who is directly responsible for achieving organizational goals?
Line Personnel
An organizational structure in which decision-making authority is delegated to lower-level managers, more familiar with local conditions than headquarters management, could be
Decentralized authority
The situation in which companies can reduce their production costs if they can produce raw materials in bulk; the average cost of goods goes down as production levels increase
Economies of Scale
Who introduced this principle?
Hierarchy of authority
Fayol
Fayol introduced principles such as unity of command, hierarchy of authority, division of labor, subordination of individual interest to the general interest, authority, clear communication channels, order, and equity.
What does esprit de corps mean?
"Esprit de corps should be created among the people of the firm"
spirit of pride and loyalty
List 2 of the 4 major choices in structuring an organization
Centralized vs Decentralized
Breadth of span of control
Tall vs. Flat organizational structures
Type of departmentalization
A leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives
Free-rein leadership
A leadership style that involves making managerial decisions without consulting others
Autocratic Leadership
The 6 D's of Decision Making include:
List 4 of the 6 for 400 points
Define situation
Describe and collect needed information
Develop alternatives
Decide which alternative is best
Begin implementation
Determine if the decision was a good one and follow up
What are the 4 functions of management?
Hint: POLC
Plan, Organize, Lead, Control
The four ways to structure and organize include:
Line organization, line-and-staff organizations, matrix-style organizations, and cross-functional self-managed teams
What are the three essential skills that managers need today?
Technical, human relations, conceptual
What did Weber add to Fayol's principles?
You need 5 for 500 points!
He added principles of bureaucracy such as job descriptions, written rules, and decision guidelines, consistent procedures, and Staffing and promotions based on qualifications
What are 3 disadvantages of departmentalization?
(You need 3 for 500 points)
Departments may not communicate well
Employees may identify with their department's goal over the organizations
The company's response to external changes may be slow
People may not be trained to take different managerial responsibilities; rather, they tend to become narrow specialists
Department members may engage in groupthink and may need input from outside to become more creative