Bus-101 Test 2

Flash Cards For Test 2 In Introduction To Business
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corporate culture
The shared experiences, stories, beliefs, and norms that characterize an organization.
strategic goals
Goal derived directly from a firm's mission statement
decision-making skills
Skills in defining problems and selecting the best courses of action
organizational structure
Specification of the jobs to be done within an organization and the ways in which they relate to one another
centralized organization
Organization in which most decision-making authority is held by upper-level management
operations manager
Managers responsible for ensuring that operations processes create value and provide benefits to customers
ISO 9000
program certifying that a factory, laboratory, or office has met the quality management standards set by the IOS
supply chain
Flow of stuff that starts with raw suppliers and continues adding value through other stages in the network for firms
emotional intelligence
The extent to which people are self-aware, can mange their emotions, can motivate themselves, express empathy for others, and possess social skills
The set of forces that cause people to behave in certain ways
psychological contract
Set of expectations held by an employee concerning what he or she will contribute to an organization and what the place will do for him
information managers (system managers)
Managers who operate the systems used for gathering, organizing, and distributing information
human relations skills
Skills in understanding and getting along with people
organization charts
Diagram depicting a company's structure and showing employees where they fit into its operations
organization structure
Specification of the jobs to be done within an organization and the ways in which they relate to one another
Objective that a business hopes and plans to achieve.
Broad set of organizational plans for implementing the decisions made for achieving organizational goals
Management process of determing what an organization needs to do and how best to get it done
Management process of monitoring an organization's performance to ensure that it is meeting its goals
job specialization
The process of identifying the specific jobs that need to be done and designation the people who will perform them
profit center
Separate company unit responsible for its own costs and profits
decentralized organization
Organization in which a great deal fo decision-making authority is delegated to levels of management at points below the top
line department
Department directly linked to the production and sales of a specific product
the "grapevine"
Informal communication network that runs through an organization
Ability of a prduct to stisfy a human want or need
operations management
Systematic direction and control of the processes that transform resources into finished products that create value and benefits to customers
Process layout
Physical arrangement of production activities that groups equipment and people according to function
person-job fit
The extent to which a person's contributions and the organization's inducements match one another
operations control
Process of monitoring production performance by comparing results with plans and taking corrective actiion when needed
supply chain management (SCM)
Principle of looking at the supply chain as a whole to improve the overall flow through the system
employee behavior
The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
counter productive behavior
Behaviors that detract from organizational performance
participative management
Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
classical theory of motivation
Theory holding that workers are motivated solely by money
hierarchy of human needs model
five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
"big five" personality traits
Five fundamental personality traits especially relevant to organizations

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