MAN 3025 EXAM 1 UCF Questions & Answers Solved 100% Correct!!

Intellectual Capital - The total sum of a workforce's knowledge and ability that can be used for the organization's benefit Workforce Diversity - Creating and maintaining a workforce that is represented by groups of people of different age groups, ethnicities, genders, races, religions, and sexual orientations Prejudice - Having preconceived unreasonable attitudes regarding members of a certain demographic, population, or group (race, gender, age, etc.)—sets the stage for diversity bias Discrimination - When members of a particular group are given substandard and unfair treatment in the organization Glass Ceiling Effect - An unseen barrier that stops minority groups and women from attaining high positions in organizations, despite adequate experience and qualifications Globalization - The process by which different countries and regions have become interdependent in regard to resources, markets, and competition Portfolio Worker - A person who can adapt to different jobs and careers due to possessing many different types of skills Organization - An arrangement of workers who collaborate to accomplish a collective goal Open System - A system that both responds and has an effect on its environment Productivity - The cost of the various inputs compared to the value of the outputs Performance Efficiency - A measure of input that describes how well resources were used in completing an objectivePerformance Effectiveness - A measure of output in the form of a goal or objective accomplishment Administrators - Managers in nonprofit or government organization Supervisor - The lowest-level management position. An individual on the front lines, in charge of managing employees who are not in managerial positions Line Managers - oversee employees "on the front lines" who create the goods and/or services for the organization's customers. These managers interact with employees on a daily basis. Staff Managers - Individuals who support the line workers with certain technical skills Functional Managers - Individuals who have expertise in a single area, such as production, accounting, human resources, sales, or marketing General Managers - have an area of responsibility that encompasses many of the above functional areas. The general manager of a furniture production plant would be in charge of production, accounting, sales, and inventory. Top Managers - Individuals in charge of leading and managing either the whole organization or a large part of it Middle Managers - Individuals who monitor and lead large divisions that are made up of numerous smaller business units Management - Made up of the planning, organizing, leading, and controlling of an organization's resources Planning - The psychological process of determining appropriate activities that achieve the objectives and goals of the organizationOrganizing - The process of coordinating financial, physical, and human resources to accomplish the plan in place Leading - Motivating others to accomplish goals and objectives by fostering enthusiasm and dedication Controlling - Keeping track of performance and taking corrective action if the expected outcomes are not reached Interpersonal Roles - The way a manager analyzes and passes on information Leader - motivating others and giving them focus Figurehead - implementing new policies and acting them out as an example to subordinates Liaison - acting as a "go-between" in groups and making sure activities are coordinated Informational Roles - The way a manager analyzes and passes on information Disseminator - passing information on to others Spokesperson - being the official person to give out information Monitor - observing in order to find new information Decisional Roles - the way a manager utilizes information when making a decision; the manager will attempt to solve problems and take advantage of opportunitiesResource Allocator - deciding how much of the budget and other resources goes to each business unit, team, or project Disturbance Handler - helping to solve various problems, including clashes between individuals and groups Negotiator - cutting deals and making agreements with others both inside and outside of the work unit Entrepreneur - taking advantage of opportunities by putting forth new courses of action Agenda Sitting - allows managers to prioritize goals, make action plans, and create timelines for completion Networking - creates good relationships with many acquaintances and associates both inside and outside of the firm Social Capital - the ability to utilize one's network connections and relationships to accomplish goals. Technical Skill - special knowledge or expertise that allows a person to operate in a specialized field. Examples of workers with technical skills are engineers, computer programmers, accountants, and financial advisors Human Skill - include a person's social ability and the capacity to work well with others Emotional Intelligence - according to consultant Daniel Goleman, is the "ability to manage ourselves and our relationships effectively." Conceptual Skills - allow a manager to think about and analyze complex or abstract situations. These skills help a person see the interrelationships between different parts of an issue, as well asproblem solve. Conceptual skills gain more and more significance as the level of management rises to higher levels Bureaucracy - -A type of organizational structure that has a specific hierarchy of authority, a welldefined division of labor, clear rules and procedures on behavior and performance, impersonal relationships, and career advancement based on merit - Created by Max Weber Motion Study - which breaks a task down into its fundamental activities. Once these essential activities are analyzed, it becomes possible to create optimal standard operating procedures for each job. Hawthorne Effect - The researchers concluded that because the group of workers being studied were given special attention, they improved their performance Organizational Behavior - how individuals and groups act within organizations Human Relations Movement - emphasized the importance of managers focusing on good human relations in order to increase worker output. Theory X - -would rather follow than lead -does not like working -is lazy and unmotivated -is very irresponsible Theory Y - -is creative -is willing to work, since it is a natural human -activity (like play or rest) -seeks responsibility -is self-directedSelf-Fulfilling Prophecy - is when one person's expectations cause another person to act as originally expected