MAN 3025 Final Exam 100% Correct!!
intellectual capital - ANSWERSThe total sum of a workforces knowledge and ability that
can be used for the organizations benefit
workforce diversity - ANSWERScreating and maintaining a workforce that is
represented by groups of people of different age groups, ethnicities, genders, races,
religions , and sexual orientations.
prejudice - ANSWERSa preconceived unreasonable attitudes regarding members of a
certain demographic, population, or group
discrimination - ANSWERSwhen members of a certain group are given substandard
and unfair treatment in the organization
glass ceiling effect - ANSWERSan unseen barrier that stops minority groups and
women from attaining high positions in organizations, despite adequate experience and
qualifications
globalization - ANSWERSthe process by which different countries and regions have
become interdependent in regards to resources, markets, and competition.
portfolio worker - ANSWERSa person who can adapt to different jobs and careers due
to possessing many different types of skills
organization - ANSWERSan arrangement of workers who collaborate to accomplish a
collective goal
open system - ANSWERSsince an organization is a system that both responds to and
has an effect on its environment, it is considered __________.
productivity - ANSWERSthe cost of the various inputs compared to the value of the
outputs
performance efficiency - ANSWERSa measure of input that describes how well
resources were used in completing an objective.
performance effectiveness - ANSWERSa measure of output in the form of a goal or
objective accomplishment
administrators - ANSWERSa manager in a non-profit or government organization
supervisors - ANSWERSlowest level management position, on the front lines in charge
of managing employees who are not in managerial positions
,line managers - ANSWERSoversee employees on the front lines who create the goods
and or services for the organizations customers. These managers interact with
employees on a daily basis
staff managers - ANSWERSsupport the line workers with certain technical skills. An
example of one in a car production facility is the director of human resources
functional managers - ANSWERShave expertise in a single area such as production,
accounting, human resources, sales or marketing.
general managers - ANSWERShave an area of responsibility that encompasses many
of the above functional areas (functional, staff, line)
top managers - ANSWERSin charge of managing a whole organization or a large part
of it. (president, vice president, CEO)
middle managers - ANSWERSmonitor and lead large divisions that are made up of
numerous smaller business units.
managers - ANSWERSsupervises employees and also acts as a driving force to direct
and enhance the performance of other workers
planning - ANSWERSthe psychological process of determining appropriate activities
that achieve the objectives and goals of the organization
organizing - ANSWERScomes after planning, and is the process of coordinating
financial , physical, and human resources to accomplish the plan in place
leading - ANSWERSmotivating others to accomplish goals and objectives by fostering
enthusiasm and dedication
controlling - ANSWERSkeeping track of performance and taking corrective actions if the
expected outcomes are not reached. this is an especially important function if an
organization is in a constantly changing environment .
interpersonal roles - ANSWERSthe way a manager communicates with others, both
inside and outside of the work unit. (leader, figurehead, liaison)
figurehead - ANSWERSimplementing new policies and acting them out as an example
to subordinates
liaison - ANSWERSacting as a "go-between" in groups and making sure activities are
coordinated
,informational roles - ANSWERSthe way a manager analyzes and passes on information
(disseminator, spokesperson, monitor)
disseminator - ANSWERSpassing information on to others
spokesperson - ANSWERSbeing the official person to give out information
monitor - ANSWERSobserving in order to find new information
decisional roles - ANSWERSthe way a manager utilizes information when making a
decision; the manager will attempt to solve problems and take advantage of
opportunities (resource allocator, disturbance handler, negotiator, entrepreneur)
resource allocator - ANSWERSdeciding how much of the budget and other resources
goes to each business unit, team, or project
Disturbance Handler - ANSWERShelping to solve various problems, including clashes
between individuals and groups.
Negotiator - ANSWERScutting deals and making agreements with others both inside
and outside of the work unit
Entrepreneur - ANSWERStaking advantage of opportunities by putting forth new
courses of action
agenda setting - ANSWERSallows managers to prioritize goals, make action plans, and
create timelines for completion
networking - ANSWERScreates good relationships with many acquaintances and
associates both inside and outside the firm
social capital - ANSWERSthe ability to utilize ones's network connections and
relationships to accomplish goals
technical skills - ANSWERSthe special knowledge or expertise that allows a person to
operate in a specialized field
human skills - ANSWERSincludes a persons social ability and the capacity to work well
with others
emotional intelligence - ANSWERSaccording to consultant Daniel Goleman, is the
"ability to manage ourselves and our relationships effectively"
conceptual skills - ANSWERSallows a manager to think about and analyze complex or
abstract situations
, bureaucracy - ANSWERSa type of organizational structure that has a specific hierarchy
of authority, a well defined division of labor, clear rules and procedures on behavior and
performance, and personal relationships, and career advancement based on merit
Motion Study - ANSWERSbreaks a task down into its fundamental activities
Hawthorne Effect - ANSWERSthe finding that workers who were put in a special
experimental room became more productive regardless of what changes were made
because people are more productive when they are being watched
Organizational Behavior - ANSWERShow individuals and groups act within
organizations
Human Relations Movement - ANSWERSemphasized the importance of managers
focusing on good human relations in order to increase workers output
Theory X - ANSWERSMcGregor's theory that assumes that the average person: would
rather follow than lead, does not like working, is lazy and unmotivated, is very
irresponsible
Theory Y - ANSWERSMcGregor's theory that assumes the average person: is creative,
is willing to work since it is a natural human activity, seeks responsibility , is self-directed
Self-Fulfilling Prophecy - ANSWERSwhen one person's expectations cause another
person to act as originally expected
Operations Research - ANSWERSsupporters of using quantitative analysis and
mathematical tools in management.
Operations Management - ANSWERSa field of study that analyzes the way goods and
services are rendered and attempts to improve the process
system - ANSWERSa set of smaller coordinated parts that work in tandem to produce a
desired result
subsystem - ANSWERSthe smaller coordinated parts of the "system" that work together
contingency thinking - ANSWERSutilizing different management approaches when the
situation calls for it
learning organization - ANSWERSconstantly improving and evolving since it changes
operations and processes as a result of past experiences
Evidence-based management - ANSWERS(EBM) Uses actual scientific data and
information on which approaches really work to make management decisions
intellectual capital - ANSWERSThe total sum of a workforces knowledge and ability that
can be used for the organizations benefit
workforce diversity - ANSWERScreating and maintaining a workforce that is
represented by groups of people of different age groups, ethnicities, genders, races,
religions , and sexual orientations.
prejudice - ANSWERSa preconceived unreasonable attitudes regarding members of a
certain demographic, population, or group
discrimination - ANSWERSwhen members of a certain group are given substandard
and unfair treatment in the organization
glass ceiling effect - ANSWERSan unseen barrier that stops minority groups and
women from attaining high positions in organizations, despite adequate experience and
qualifications
globalization - ANSWERSthe process by which different countries and regions have
become interdependent in regards to resources, markets, and competition.
portfolio worker - ANSWERSa person who can adapt to different jobs and careers due
to possessing many different types of skills
organization - ANSWERSan arrangement of workers who collaborate to accomplish a
collective goal
open system - ANSWERSsince an organization is a system that both responds to and
has an effect on its environment, it is considered __________.
productivity - ANSWERSthe cost of the various inputs compared to the value of the
outputs
performance efficiency - ANSWERSa measure of input that describes how well
resources were used in completing an objective.
performance effectiveness - ANSWERSa measure of output in the form of a goal or
objective accomplishment
administrators - ANSWERSa manager in a non-profit or government organization
supervisors - ANSWERSlowest level management position, on the front lines in charge
of managing employees who are not in managerial positions
,line managers - ANSWERSoversee employees on the front lines who create the goods
and or services for the organizations customers. These managers interact with
employees on a daily basis
staff managers - ANSWERSsupport the line workers with certain technical skills. An
example of one in a car production facility is the director of human resources
functional managers - ANSWERShave expertise in a single area such as production,
accounting, human resources, sales or marketing.
general managers - ANSWERShave an area of responsibility that encompasses many
of the above functional areas (functional, staff, line)
top managers - ANSWERSin charge of managing a whole organization or a large part
of it. (president, vice president, CEO)
middle managers - ANSWERSmonitor and lead large divisions that are made up of
numerous smaller business units.
managers - ANSWERSsupervises employees and also acts as a driving force to direct
and enhance the performance of other workers
planning - ANSWERSthe psychological process of determining appropriate activities
that achieve the objectives and goals of the organization
organizing - ANSWERScomes after planning, and is the process of coordinating
financial , physical, and human resources to accomplish the plan in place
leading - ANSWERSmotivating others to accomplish goals and objectives by fostering
enthusiasm and dedication
controlling - ANSWERSkeeping track of performance and taking corrective actions if the
expected outcomes are not reached. this is an especially important function if an
organization is in a constantly changing environment .
interpersonal roles - ANSWERSthe way a manager communicates with others, both
inside and outside of the work unit. (leader, figurehead, liaison)
figurehead - ANSWERSimplementing new policies and acting them out as an example
to subordinates
liaison - ANSWERSacting as a "go-between" in groups and making sure activities are
coordinated
,informational roles - ANSWERSthe way a manager analyzes and passes on information
(disseminator, spokesperson, monitor)
disseminator - ANSWERSpassing information on to others
spokesperson - ANSWERSbeing the official person to give out information
monitor - ANSWERSobserving in order to find new information
decisional roles - ANSWERSthe way a manager utilizes information when making a
decision; the manager will attempt to solve problems and take advantage of
opportunities (resource allocator, disturbance handler, negotiator, entrepreneur)
resource allocator - ANSWERSdeciding how much of the budget and other resources
goes to each business unit, team, or project
Disturbance Handler - ANSWERShelping to solve various problems, including clashes
between individuals and groups.
Negotiator - ANSWERScutting deals and making agreements with others both inside
and outside of the work unit
Entrepreneur - ANSWERStaking advantage of opportunities by putting forth new
courses of action
agenda setting - ANSWERSallows managers to prioritize goals, make action plans, and
create timelines for completion
networking - ANSWERScreates good relationships with many acquaintances and
associates both inside and outside the firm
social capital - ANSWERSthe ability to utilize ones's network connections and
relationships to accomplish goals
technical skills - ANSWERSthe special knowledge or expertise that allows a person to
operate in a specialized field
human skills - ANSWERSincludes a persons social ability and the capacity to work well
with others
emotional intelligence - ANSWERSaccording to consultant Daniel Goleman, is the
"ability to manage ourselves and our relationships effectively"
conceptual skills - ANSWERSallows a manager to think about and analyze complex or
abstract situations
, bureaucracy - ANSWERSa type of organizational structure that has a specific hierarchy
of authority, a well defined division of labor, clear rules and procedures on behavior and
performance, and personal relationships, and career advancement based on merit
Motion Study - ANSWERSbreaks a task down into its fundamental activities
Hawthorne Effect - ANSWERSthe finding that workers who were put in a special
experimental room became more productive regardless of what changes were made
because people are more productive when they are being watched
Organizational Behavior - ANSWERShow individuals and groups act within
organizations
Human Relations Movement - ANSWERSemphasized the importance of managers
focusing on good human relations in order to increase workers output
Theory X - ANSWERSMcGregor's theory that assumes that the average person: would
rather follow than lead, does not like working, is lazy and unmotivated, is very
irresponsible
Theory Y - ANSWERSMcGregor's theory that assumes the average person: is creative,
is willing to work since it is a natural human activity, seeks responsibility , is self-directed
Self-Fulfilling Prophecy - ANSWERSwhen one person's expectations cause another
person to act as originally expected
Operations Research - ANSWERSsupporters of using quantitative analysis and
mathematical tools in management.
Operations Management - ANSWERSa field of study that analyzes the way goods and
services are rendered and attempts to improve the process
system - ANSWERSa set of smaller coordinated parts that work in tandem to produce a
desired result
subsystem - ANSWERSthe smaller coordinated parts of the "system" that work together
contingency thinking - ANSWERSutilizing different management approaches when the
situation calls for it
learning organization - ANSWERSconstantly improving and evolving since it changes
operations and processes as a result of past experiences
Evidence-based management - ANSWERS(EBM) Uses actual scientific data and
information on which approaches really work to make management decisions
