1
Q
determining the organizations’ goal or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration activities.
A
Planning
2
Q
Demand assigning task, setting aside funds, and bringing harmonious relations among the individuals and work groups or teams in the organization
A
Organizing
3
Q
Indicates filling in the different job positions in the organization’s structure
A
Staffing
4
Q
Influencing or motivating subordinates to do their best
A
Leading/directing
5
Q
Correcting the performance of the individuals or work groups or teams
A
Controlling
6
Q
Functions needed in order to accomplish the management process of coordinating and overseeing the work performance of individuals
A
Management Functions
7
Q
Who is the father of scientific management
A
Frederick W. Taylor
8
Q
Engaged in management activities such as supervising, sustaining, upholding, and assuring responsibilities for the work
A
Manager
9
Q
The various roles played by managers
A
Managerial roles
10
Q
General or strategic managers
A
Top level managers
11
Q
What Managerial levels that have authority over all other human ?
A
Top level manager
12
Q
Their traditional role is to act as go-between higher and lower levels of the organization
A
Middle level managers
13
Q
Give me an example of lower level managers
A
Frontline
14
Q
Responsible for dealing with operating personnel. It requires high level of interpersonal and technical skills
A
Lower level managers
15
Q
They are the bridge between management and nonmanagement employees
A
Frontline or lower level managers
16
Q
Possesses good leadership qualities or a combination of good moral character, strong professional will
A
Leader
17
Q
Capable of maintaining unity of action in the organization
A
Liasion
18
Q
Who has nominal leadership but without real power
A
Figurehead
19
Q
Speaks in the name and behalf of another
A
Spokesperson
20
Q
Give me the three types of interpersonal
A
•leader
•liaison
•figurehead
21
Q
Give me the three types of informational
A
•spokesperson
•monitor
•disseminator
22
Q
Give me the four types of decisional or decision-making
A
•disturbance handler
•resource allocator
•negotiator
•entrepreneur
23
Q
Think of possible solutions to complex problems
A
Conceptual skills
24
Q
Skills that enable manager in all level to relate well with people. Communicating, leading, inspiring, and motivating them
A
Human skills
25
Dealing with the people, both in the organization's internal and external environment
Human skills
26
Perform their task with proficiency with the user their expertise
Technical skills
27
Seeking for and sorting through data about the environment
Environment scanning
28
Refers to the factor/element outside the organization
External business environment
29
Refers to the factors/elements within the organization
Internal business environment
30
A period above normal general proce increases
Inflation
31
Total amount that a borrower must pay annually to the lender
Interest rates
32
The consumer change in preference of good and services offered
Changing option
33
Consumer's changing ways of spending their money on goods and services
People's spending habits
34
Costumers' changing values and preferences
Sociocultural situations
35
Refers to national or local laws, international laws, and rules and regulations that influence organizational management
Politico-legal situation
36
Companies involve the use of varied types of electronic gadgets
Technological situations
37
Increasing number of global competitors and markets
World and Ecological situations
38
Affected by the activities of the organization
Stakeholders
39
Patronize the organization's products and services
Costumers
40
They are the one who ensure the organization's continous flow of needed and reasonably priced input or materials
Supplier
41
A special-interest groups that try to exert influence on the organization's decisions or actions
Pressure groups
42
Provide the company with the financial support it needs
Investors or owners
43
Those who work for another or for an employer in exchange of salaries or wages
Employees
44
Adapting to environmental uncertainties must start with developing a ____________
Competitive mindset
45
An individual's ability to favorably receive and adjust to an unfamiliar way of doing things
Cultural intelligence
46
Refers to cultures where in people tend to do one thing at a time.
Monochronic cultures
47
More flexible as regards time
Polychronic cultures
48
Society accepts or rejects the unequal distribution of power among people in organization and the institution of society
Power distance
49
Total domestic and foreign output claimed by the residents of a country
Gross national product (GNP)
50
Total final output of goods and services produced by the country's economy
Gross domestic product (GDP)
51
Rate at which central banks will exchange the country's currency for another
Currency exchange product
52
Society is uncomfortable with risk, change,and situational uncertainty
Uncertainty avoidance
53
Society emphasizes individual accomplishments versus collective accomplishments
Individualism - collectivisim
54
Society values assertiveness and feelings of material success versus concern for relationships
Masculinity - femininity
55
Society emphasizes short-term thinking versus greater concern for the future or long - term thinking
Time orientation
56
Ensures that the present needs of a particular generation are fully met without endangering the ability of future generation to also fully meet their own needs
Sustainable economic
57
Process which includes not only economic growth or the increase in the given amount of goods and services produced by the country's economy
Economic develop
58
The distinct stages involved In the total process of economic development in a particular country
Economic development phases
59
Increase in the given amount of goods and services produced byvthe economy's earning
Economic growth
60
Ensure that the present needs of a particular generation are fully met without endangering the ability of future generation to also fully meet their own need
Sustainable economics development
61
A collection of people working together to achieve a common purpose
Organization
62
People working together to achieve the organization mission,vision, goals, and objectives
Business organization
63
Set of beliefs and values shared by organization members
Organizational culture
64
Refers to business organizations with few department, centralized authority with a wide span of control, and with few formal rules and regulations
Simple business organization
65
Business organization that group together those with similar or related specialized duties
Functional business organizations
66
Business organization made up of separate business units that are semi-autonomous or semi-independent
Divisional business organization
67
Maintaining their organizational stability through income generation and profit-making activities
Profit business organization
68
Providing service to clients without expecting monetary gains or financial benefits for their endeavors
Nonprofit organization
69
These are formed to meet today's changing work environment
Open/flexible business organizations
70
A process that involves the setting of the organization's goals, establishing strategies for accomplishing those goals
Planning
71
The identification of target or desired ends that management wants to reach
Goal-Setting
72
A mental image of shat the organization will be in the future
Vision
73
Basic purpose of an organization and range of their operations
Mission
74
Steps needed in order to attain desired end
Objectives
75
Completeness of planning coverage.
Comprehensiveness
76
Very detailed, clearly defined plans where in objective are Cleary stated and could easily be understood
Specificity
77
Refers to the number of times or instances a plan may used
Frequency
78
How many use of plan in strategical plans?
Single use
79
How many used plan in operational plan?
Several times
80
Establish the organization's overall goals and apply to the entire firm
Strategic plans
81
Comprehensive plan for the entire organization covering time frame,specific purpose, frequency of used and others
Organizational plan
82
Plans that apply to a particular units area only
Operational plan
83
Plans that go beyond three years
Long-term plans
84
Plans that cover one year or less
Short-term plans
85
Plans that are flexible or give general guidelines ony
Directional plans
86
Plans that are Cleary stated and which have no room for interpretation
Specific plans
87
Plans used or stated once only as this applies to the entire organization
Single-use plans
88
Plans that are ongoing
Standing plans
89
Top level planning which involves making decisions about the organization's long-term goal
Strategic planning
90
Middle level management planning which refers to produces and transformation of strategic plan with specific goals
Tactical planning
91
Is lower level Management planning which involves routine tasks repeatedly done by the firm's lower level units
Operational planning
92
Represent crossing a threshold and actuates or initiates a mechanism or reaction that may lead to a radically different state of affairs
Trigger point
93
Attempt to predict what may happen in the future
Forecasting
94
Planning techniques that involves comparison of company's practices/technologies with those of other companies
Benchmarking
95
Forecast used may either be ____________ or _______________
Quantitative or qualitative
96
Must be prepared by managers, ready for implementation when things do not turn out as they should be
Contingency plans
97
States of affairs must be identified and alternative plan must be prepared in order to meet the changes or challenges in the future
Scenario planning
98
People who will be affected by the plan and those who will be asked to implement them in all planning steps
Participatory planning
99
Is a process which begins with problem identification and ends with the evaluation of implemented solution
Decision-making
100
A decision that is repetitive and can be handled using a routine approach. Such repetitive decision applies to resolving structured problems which are straightforward, familiar, and easily defined
Structured or programmed decision
101
Applied to the resolution of problems that are new or unusual, and for which information is incomplete
Unstructured or nonprogrammed decisions
102
Depends on how much time has been developed to making decisions
Timeline
103
Depends upon the value and belief system of the decision maker
Value and belief of decision-makers
104
Decision taken have to be in the boundary or within the limits of these policies
Policies of organization
105
These are situation in which a manager can make precise decisions because the result of all alternatives are known
Certainty conditions
106
A more common condition in deciding problems
Risk or uncertainty conditions
107
involves assigning tasks. grouping tasks into departments, delegating authority and allocating resources across the organization
Organizing
108
involves assigning different tasks to different people in the organization's different work units.
Division of labor
109
another process in the organization's internal environment which involves the collaboration and coordination of its different work units or work divisions.
Integration or integration of work unit
110
a system made up of tasks to be accomplished, work movements from one work level to another work levels in the system
Organization structure
111
process in which different individuals and units perform different task. It is also the reference of dividing the labor based on the skills performed by their employees.
Specialization
112
clears issues related to authority rights, responsibilities, and reporting
relationships.
Vertical structure
113
It refers to the departmentalization of an organization into smaller work units as tasks become increasingly varied and numerous.
Horizontal structure
114
it is a collection of independent, usually single function organizations/companies that work together in order to produce a product or service.
Network structure
115
Deal directly with the firm's primary goods and services
Line departments
116
Support the activities of the line departments
Staff departments
117
Subdivisions are formed based on specialized activities
Functional approach
118
Department are formed based on management of their product,costumers, or geographic areas covered
Divisional approach
119
A hybrid form of departmentalization where managers and staff personnel reports to the superior
Matrix approach
120
The manners in which a management achieves the right combination of integration of the organization's operation
Organizational design
121
Pertain to the usual or old - fashioned ways
Traditonal theories
122
Refers to contemporary or new design theories
Modern theories
123
This organizational design has a centralized authority figure and has very little formalization of work
Simple
124
This organizational design groups together similar or related specialties
Functional
125
This organizational design is made up of separate business division or units
Divisional
126
Made up of work groups or teams
Team design
127
Refers to an organization design where specialists from different work on projects that are supervised by a project manager
Matrix-project design
128
This design result in a double chain of command where in workers have two managers
Matrix-project design
129
An organizational design where employees continuously work on a project
Project design
130
There are no hierarchical levels that separates employees, no departmentalization, and no boundaries that separate the organization from costumers, suppliers, and other stakeholders
Boundary-less design
131
Refers to assigning in a new or additional Task to a subordinates
Delegation
132
The right to act legally or officially
Authority
133
The sates of being answerable legally and morally for the discharge of duty
Responsibility
134
Us to be liable to be called to explain
Accountability
135
Refers to organizations formed by the company owner or manager to help the firm accomplish it's goal
Formal organizations
136
Refers to organizations that exist because of friendship or common interests
Informal organizations
137
may be defined to mean either a group of individuals and factors and their relationships or to the process itself.
Organization
138
the activity or process which coordinates, directs and controls the activities of all other parts.
Management
139
Implemented to help increase organizational productivity and service quality.
Management theory
140
asserts the managers make decisions based on the situation at hand rather than a " one size fits all" method.
Contingency theory
141
manager who understand and recognize hoe different system affect a worker and hoe a worker affects the systems around them.
System theory
142
this theory is made up of a variety of parts that work together to achieve a goal.
System theory
143
This theory recognizes that change is inevitable and rarely controlled.
Chaos theories
144
change in constant.
Chaos theories
145
the management theory an individuals chooses to utilize is strongly influenced by beliefs about worker attitudes.
Theory X and Y
Organization And Management
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