New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
exploring management
Exploring Management 3rd Edition John R. Schermerhorn - Solutions
• A zero-based budget allocates resources as if each new budget period is brand new; no “rollover” resource allocations are allowed without new justifi cations.
• Forecasting, which attempts to predict what might happen in the future, is a planning aid but not a planning substitute.
• Contingency planning identifi es alternative courses of action to implement if and when circumstances change and an existing plan fails.
• Scenario planning analyzes the implications of alternative versions of the future.
• Benchmarking utilizes external comparisons to identify best practices that could become planning targets.
• Participation and involvement open the planning process to valuable inputs from people whose eff orts are essential to the eff ective implementation of plans.
• Controlling is the process of measuring performance and taking corrective action as needed.
• Th e control process begins when performance objectives and standards are set;both input standards for work eff orts and output standards for work results can be used.
• Th e second step in control is to measure actual performance in the control process.
• Th e third step compares results with objectives and standards to determine the need for corrective action.
• Th e fi nal step in the control process involves taking action to resolve problems and improve things in the future.
• Th e control equation states: Need for action Desired performance Actual performance.
• Management by exception focuses attention on the greatest need for action.
• Feedforward controls try to make sure things are set up right before work begins;concurrent controls make sure that things are being done correctly; feedback controls assess results after an action is completed.
• Internal control is self-control that occurs as people take personal responsibility for their work.
• External control is accomplished by use of bureaucratic, clan, and market control systems.
• Management by objectives is a process through which team leaders work with team members to “jointly” set performance objectives and “jointly” review performance results.
• Total quality management tries to meet customers’ needs and do things right on time, the fi rst time, and all the time.
• Organizations use control charts and statistical techniques such as the Six Sigma system to measure the quality of work samples for quality control purposes.
• Economic order quantities and just-in-time deliveries are common approaches to inventory cost control.
• Th e breakeven equation is: Breakeven Point Fixed Costs (Price Variable Costs).
• Breakeven analysis identifi es the points where revenues will equal costs under diff erent pricing and cost conditions.
• Financial control of business performance is facilitated by use of fi nancial ratios, such as those dealing with liquidity, leverage, assets, and profi tability.
• Th e balanced scorecard measures overall organizational performance in respect to four areas: fi nancial, customers, internal processes, innovation.
• A strategy is a comprehensive plan that sets long-term direction for an organization and guides resource allocations to achieve competitive advantage, operating in ways that outperform the competition.
• Corporate strategy sets the direction for an entire organization; business strategy sets the direction for a large business unit or product division; functional strategy sets the direction within business functions.
• Growth strategies seek to expand existing business areas through concentration or add new ones by related or unrelated diversifi cation.
• Retrenchment strategies try to streamline or consolidate organizations for better performance through restructuring and divestiture.
• Global strategies pursue international business opportunities.
• Cooperative strategies make business use of alliances and partnerships.
• E-business strategies use the Internet to pursue competitive advantage.
• Organizing is the process of arranging people and resources to work toward a common goal.
• Structure is the system of tasks, reporting relationships, and communication that links people and positions within an organization.
• Organization charts describe the formal structure and how an organization should ideally work.
• Th e informal structure of an organization consists of the unoffi cial relationships that develop among its members.
• Informal structures create helpful relationships for social support and task assistance, but they can be susceptible to rumors.
• Functional structures group together people using similar skills to perform similar activities.
• Divisional structures group together people who work on a similar product, work in the same geographical region, or serve the same customers.
• A matrix structure uses permanent cross-functional teams to try to gain the advantages of both the functional and divisional approaches.
• Team structures make extensive use of permanent and temporary teams, often cross-functional ones, to improve communication, cooperation, and problem solving.
• Network structures maintain a staff of core full-time employees and use contracted services and strategic alliances to accomplish many business needs.
• Organizations are becoming fl atter—having fewer management levels, combining decentralization with centralization, and using more delegation and empowerment.
• Mechanistic organizational designs are vertical and bureaucratic; they perform best in stable environments with mostly routine and predictable tasks.
• Organic organizational designs are horizontal and adaptive; they perform best in change environments requiring adaptation and fl exibility.
• Organizations are using alternative work schedules such as the compressed workweek, fl exible working hours, and job sharing.
• Innovation is a process that turns creative ideas into products or processes that benefi t organizations and their customers.
• Organizations pursue process, product, and business model innovations.
• Organizations pursue green innovations that support sustainability.
• Organizations pursue social business innovations to tackle important societal problems.
• Th e process of commercializing innovation turns new ideas into useful applications.
• Highly innovative organizations tend to have supportive cultures, strategies, structures, staffi ng, and top management.
• Transformational change makes radical changes in organizational directions; incremental change makes continuing adjustments to existing ways and practices.
• Change leaders are change agents who take responsibility for helping to change the behavior of people and organizational systems.
• Lewin’s three phases of planned change are unfreezing (preparing a system for change), changing (making a change), and refreezing (stabilizing the system with a new change in place).
• Successful change agents understand the force-coercion, rational persuasion, and shared power change strategies, and the likely outcomes of each.
• People resist change for a variety of reasons, including fear of the unknown and force of habit; this resistance can be a source of feedback that can help improve the change process.
• Change agents deal with resistance to change in a variety of ways, including education, participation, facilitation, negotiation, manipulation, and coercion.
• Th e human resource management process involves attracting, developing, and maintaining a quality workforce.
• Job discrimination occurs when someone is denied an employment opportunity for reasons that are not job relevant.
• Equal employment opportunity legislation guarantees people the right to employment and advancement without discrimination.
• Current legal issues in the work environment deal with workplace privacy, pay, pregnancy, and age, among other matters.
• Recruitment is the process of attracting qualifi ed job candidates to fi ll vacant positions;realistic job previews try to provide candidates with accurate information on the job and organization.
• Assessment centers and work sampling that mimic real job situations are increasingly common selection techniques.
• Orientation is the process of formally introducing new employees to their jobs and socializing them to the culture and performance expectations.
• Training keeps workers’ skills up to date and job relevant; important training approaches include coaching and mentoring.
• Performance appraisal methods include graphic rating scales, behaviorally anchored rating scales, the critical-incidents technique, 360 feedback, and multiperson comparisons.
• Employee retention programs try to keep skilled workers in jobs and on career paths satisfying to them and benefi cial to the employer.
• Complex job demands and family responsibilities have made work-life balance programs increasingly important in human resource management.
• Compensation and benefi ts packages must be attractive so that an organization stays competitive in labor markets.
• Labor unions are organizations to which workers belong and that deal with employers on the employees’ behalf.
• Collective bargaining is the process of negotiating, administering, and interpreting a labor contract.
• Labor relations and collective bargaining are closely governed by law and can be cooperative or adversarial in nature.
• Leadership, as one of the management functions, is the process of inspiring others to work hard to accomplish important tasks.
• Leaders use power from two primary sources: position power—which includes rewards, coercion, and legitimacy, and personal power—which includes expertise and reference.
• Th e ability to communicate a vision or clear sense of the future is considered essential to eff ective leadership.
• Personal characteristics associated with leadership success include honesty, competency, drive, integrity, and self-confi dence.
• Research on leader behaviors focused attention on concerns for task and concerns for people, with the leader high on both and using a democratic style considered most eff ective.
• Fiedler’s contingency model describes how situational diff erences in task structure, position power, and leader–member relations may infl uence the success of task-motivated and relationship-motivated leaders.
• Th e Hersey-Blanchard situational model recommends using task-oriented and people-oriented behaviors, depending on the “maturity” levels of followers.
• House’s path-goal theory describes how leaders add value to situations by using supportive, directive, achievement-oriented, and/or participative styles as needed.
• Leader–member exchange theory recognizes that leaders respond diff erently to followers in their in-groups and out-groups.
• Th e Vroom-Jago leader-participation theory advises leaders to choose decisionmaking methods—authority, consultative, group—that best fi t the problems to be solved.
• Transformational leaders use charisma and emotion to inspire others toward extraordinary eff orts to achieve performance excellence.
• Emotional intelligence, the ability to manage our emotions and relationships effectively, is an important leadership capability.
• Th e interactive leadership style, sometimes associated with women, emphasizes communication, involvement, and interpersonal respect.
• Moral or ethical leadership is built from a foundation of personal integrity, creating a basis for trust and respect between leaders and followers.
• A servant leader is follower-centered, not self-centered, and empowers others to unlock their personal talents in the quest for goals and accomplishments that help society.
• Perception acts as a fi lter through which all communication passes as it travels from one person to the next.
• Diff erent people may perceive the same things diff erently.
• Stereotypes, projections, halo eff ects, and selective perception can distort perceptions and reduce communication eff ectiveness.
• Fundamental attribution error occurs when we blame others for their performance problems, without considering possible external causes.
• Self-serving bias occurs when, in judging our own performance, we take personal credit for successes and blame failures on external factors.
• Th rough impression management, we infl uence the way that others perceive us.
• Th e Big Five personality factors are extraversion, agreeableness, conscientiousness, emotional stability, and openness.
• The Myers-Briggs Type Indicator (MBTI) identifies personality types based on extraversion-introversion, sensing-intuitive, thinking-feeling, and judging–perceiving.
• Additional personality dimensions of work signifi cance are locus of control, authoritarianism, Machiavellianism, self-monitoring, and Type A orientation.
• Stress is a state of tension that accompanies extraordinary demands, constraints, or opportunities.
• For some people, having a Type A personality creates stress as a result of continual feelings of impatience and pressure.
• Stress can be destructive or constructive; a moderate level of stress can have a positive impact on performance.
• An attitude is a predisposition to respond in a certain way to people and things.
Showing 900 - 1000
of 2370
First
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Last
Step by Step Answers
Get 50% OFF
Claim Now
