Understanding Management Functions and Organizational Behavior Concepts
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Cards in this deck(71)
In management, _____ is considered the second function, focusing on structuring resources.
The process of creating a structure of jobs that enables employees to implement goals and plans is known as _____.
The four management resources include human, financial, physical, and _____.
An organizational structure helps achieve goals by ensuring the flow of information and improving _____.
In a centralized authority system, important decisions are made by _____.
In a decentralized organization, important decisions are made through _____ and first-level managers.
The most common bureaucratic structure is the _____ structure.
A _____ structure is more common among larger companies and is based on subsidiaries, where each business operates independently.
A _____ structure is newer, often used by start-ups, and allows for high-speed implementation.
In a _____ structure, employees are spread across divisions, which can be confusing.
The aspects of organizing include unity, chain of command, span of management, division of labor, coordination, delegation, flexibility, and _____.
_____ is one's obligation to achieve objectives by performing required activities.
The _____ is the right to make decisions, give orders, and use resources.
_____ involves assigning responsibility and authority for accomplishing objectives.
_____ involves understanding that there are often exceptions to the rule.
The levels of authority include the authority to inform, recommend, report, and _____.
The _____ of management refers to how many employees report directly to a manager.
The division of labor involves organizing jobs by _____.
_____ ensures that all individuals in an organization are working together strategically.
Line authority involves the responsibility to make decisions and issue orders down the chain of command, while staff authority involves the responsibility to _____.
_____ is the process of combining tasks each employee is responsible for completing.
The types of job design include job rotation, job enlargement, and _____.
Characteristics of an enriched job include direct feedback, client relationships, new learning, control, and _____.
Managers delegate because they are not supposed to do all the work themselves and need to devote time to their own development and _____.
Managers often don't delegate due to a lack of trust and because they prefer _____.
The steps of delegation include explaining why delegating, clearly defining responsibility, planning, establishing control, and how to stay _____.
_____ is the study of actions that affect performance in the workplace or organizational setting.
The goals of organizational behavior include describe, understand, predict, and _____.
The elements of organizational behavior include people, structure, technology, and _____.
Theory X assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and should be directed from _____.
Theory Y assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and demonstrate their competence and _____.
Personality, perception, and attitudes are factors that drive _____.
_____ refers to individual differences in characteristic patterns of thinking, feeling, and behaving.
The influencers of personality include nature and _____.
_____ is the process through which we select, organize, and interpret information from the surrounding environment.
_____ is the process of determining why we behave in certain ways.
A frame of reference is a bias of seeing things from our own _____.
_____ involves projecting characteristics of behavior onto an individual or group.
_____ are positive or negative evaluations.
The _____ effect describes how management's attitude towards workers, their expectations, and treatment affect workers' performance.
Types of leadership include coercive, connection, reward, legitimate, referent, informational, and _____.
_____ leadership won't win respect and loyalty from employees and is often associated with bullying.
Connection power results in solid networking skills and being a _____.
_____ power motivates people with rewards, raises, and promotions.
_____ power comes from a higher position, giving control over others.
_____ power is derived from top-level skills and years of experience.
_____ power is short-term and doesn't necessarily build credibility, but involves lots of information on specific topics.
_____ power is the most valuable kind of power, focusing on building and developing relationships.
_____ involves efforts by groups or individuals with competing interests to obtain powers of leadership.
_____ involves learning the culture, power plays, being honest, staying tuned, and resolving conflict.
Reducing stress management involves time management, nutrition, positive thinking, relaxation, exercise, and a _____.
The forces of change include environmental, economic, social, demographic, and _____.
Changes should be dealt with _____.
Economic forces refer to the nature and direction of the _____.
Social forces refer to anything in society that can cause _____.
Demographics is the study of characteristics of the population and how they change over _____.
The stages of resisting change include denial, resistance, exploration, and _____.
People resist change due to fear, inconvenience, and lack of _____.
Overcoming resistance involves creating, developing, stating, creating, and _____.
The components of resistance include intensity, source, and _____.
_____ is the art of practicing asking questions that strengthen a system's capacity to apprehend, anticipate, and heighten potential.
The appreciative inquiry 4D cycle includes discover, dream, design, and _____.
Managers' resources include human, financial, physical, and _____.
The trait approach suggests that good leaders are _____.
The leadership grid assesses concern for production on the x-axis and concern for people on the _____.
Impoverished leaders show low concern for production and _____.
Authority compliance leaders have a high concern for production and low concern for _____.
Country club leaders have a low concern for production and high concern for _____.
Middle of the road leaders balance concerns for production and _____.
Team leaders show high concern for production and _____.
The continuum of leadership model involves the leader making a decision and announcing it to employees, selling the idea, presenting the problem, and defining limits for _____.
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