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113 Multiple choice questions

  1. Training that argument the skills and knowledge of managers and professionals
  2. A small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable
  3. An organization in which decision-making authority is delegated as far down the chain of command as possible
  4. The need to be the best one can be; at the top of Maslow's hierarchy
  5. Financial rewards based on the number of hours the employee works or the level of output achieved
  6. Theory suggesting that money is the sole motivator for works
  7. Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
  8. Performance of one full-time job by two people on part-time hours
  9. The grouping of jobs into working units usually called departments, units, groups or divisions
  10. The process of determining the organization's objectives and deciding how to accomplish them; the first function of management
  11. The process of collecting information about applicants and using that information to make hiring decisions
  12. Prohibits discrimination in employment and created the Equal Employment Opportunity Commission
  13. The need for respect - both self-respect and respect for others
  14. The grouping of jobs that perform similar functional activities. such as finance, manufacturing, marketing, and human recourses
  15. The levels of management in an organization
  16. Those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers
  17. Those who are responsible for planning, pricing, and promoting products and making them available to customers through distribution
  18. The arrangement or relationship of positions within a organizations
  19. Movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization
  20. A group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer
  21. Teaching employees to do specific job tasks through either classroom development or on-the-job experience
  22. Very-short term plans that specify what actions individuals, work groups, or departments need to accomplish to achieve the tactical plan and ultimately the strategic plan
  23. A structure having a traditional line relationship between superiors and subordinates and also specialized managers- called staff managers - who are available to assist line managers
  24. The specialized knowledge and training needed to perform jobs that are related to particular areas of management
  25. The ability to deal with people, both inside and outside the organization
  26. A form of compensation whereby a percentage of company profits is distributed to the employees whose work helped to generate them
  27. Forming a pool of qualified applicants from which management can select employees
  28. The structuring of resources and activities to accomplish objectives in an efficient and effective manner
  29. A permanent; formal group that performs a specific task
  30. The study of the behavior of individuals and groups in organizational settings
  31. Familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the company
  32. A public protest against management practices that involves union members marching and carrying anti-management signs at the employer's plant or work site
  33. An element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or reputation crisis
  34. The elimination of a significant number of employees from an organization
  35. The ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation
  36. Occurs when employees quit or are fired and must be replaced by new employees
  37. The negotiation process through which management and unions reach an agreement about compensation, working hours, and working conditions for the bargaining unit
  38. Management's version of a strike, wherein a work site is closed so that employees cannot go to work
  39. Those members of an organization responsible for the tactical planning that implements that general guidelines established by top management
  40. The ability to think in abstract terms and to see how parts fit together to form the whole
  41. A move to another job within the company at essentially the same level and wage
  42. The number of subordinates who report to a particular manager
  43. The grouping of jobs according to geographic location, such as state, region, country, or continent
  44. A description of the qualifications necessary for a specific job in terms of education, experience, and personal and physical characteristics
  45. aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security
  46. Those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks
  47. The formal, written document that spells out the relationship between the union and management for a specified period of time - usually two or three years
  48. A study that tells a company how much compensation comparable firms are paying for specific jobs that the firms have in common
  49. A four-day (or shorter) period during which an employee works 40 hours
  50. Monetary rewards offered by companies for exceptional performance as incentives to increase productivity further
  51. Those individuals in organizations who make decisions about the use of resources and who are concerned with planning, organizing, staffing, directing, and controlling the organization's activities to reach its objectives
  52. Groups similar to task forces that normally run their operation and have total control of a specific work project
  53. Those who handle the staffing function and deal with employees in a formalized manner
  54. The simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of the organization
  55. The personal satisfaction and enjoyment felt after attaining a goal
  56. The arrangement of jobs around the needs of various types of customers
  57. The obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work
  58. A structure in which authority is concentrated at the top, and very little decision- making authority is delegated to lower levels
  59. aspects of Herzberg's theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement
  60. A firm's shared values, beliefs, traditions, philosophies, rules, and role models for behavior
  61. Employee organizations formed to deal with employers for achieving better pay, hours, and working conditions
  62. The participation of different ages, genders, races, ethnicities, nationalities, and abilities in the workplace
  63. A program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period
  64. The ability to influence employees to work toward organizational goals
  65. Giving employees not only tasks but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks
  66. The determination, through observation and study, of pertinent information about a job- including specific tasks and necessary abilities, knowledge, and skills
  67. A method of outside resolution of labor and management differences in which the third party's role is to suggest or propose a solution to the problem
  68. All the activities involved in determining an organization's human resources needs as well as acquiring, training, and compensating people to fill those needs
  69. Benefits and/or recognition received from someone else
  70. A calendar, containing both specific and vague items, that covers short-term goals and long-term objectives
  71. Settlement of a labor/management dispute by a neutral third party whose solution is legally binding and enforceable
  72. The most basic human needs to be satisfied - water, food , shelter, and clothing
  73. The need for love, companionship and friendship - the desire for acceptance by others
  74. The division of labor into small, specific tasks and the assignment of employees to do a single task
  75. A theory that arranges the five basic needs of people- physiological, security, social, esteem, and self-actualization- into the order in which people strive to satisfy them
  76. The need to protect oneself from physical and economic harm
  77. A visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication
  78. A financial reward calculated on a weekly, monthly, or annual basis
  79. The president and other top executives of a business of business, such as the chief financial officer (CEO), chief financial officer (CFO), and chief operations officer (COO), who have overall responsibility for the organizations
  80. Motivating and leading employees to achieve organizational objectives
  81. An employee's attitude toward his or her job, employer, and colleagues
  82. Those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals
  83. An informal channel of communication, separate from management's formal, official communication channels
  84. Small groups of workers brought together from throughout the organization to solve specific quality, productive, or service problems
  85. The process of evaluation and correcting activities to keep the organization on course
  86. An incentive system that pays a fixed amount or a percentage of the employee's sales
  87. The addition of more tasks to a job instead of treating each task as separate
  88. Those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace
  89. A formal, written explanation of a specific job, usually including job title, tasks, relationship with other jobs, physical and mental skills required, duties, responsibilities, and working conditions
  90. An inner drive that directs a person's behavior toward goals
  91. An attempt to keep people from purchasing the products of a company
  92. The organization of jobs in relation to the products of the firm
  93. A temporary group of employees responsible for bringing about a particular change
  94. A specific type of project team formed to devise, design, and implement a new product
  95. Employment changes involving resignation, retirement, termination or layoff
  96. The principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome
  97. Nonfinancial forms of compensation provided to employees, such as pension plans, health insurance, paid vacation and holidays, and the like
  98. Employee walkouts; one of the most effective weapons of labor unions
  99. A structure that organizes departments into larger groups called divisions
  100. A process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment
  101. A structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority; also called a project- management structure
  102. When employees are provided with the ability to take on responsibilities and make decisions about their jobs
  103. Legally mandated plans that try to increase job opportunities for minority groups by analyzing the current pool of workers, identifying areas where women and minorities are underrepresented, and establishing specific hiring and promotion goals, with target dates, for addressing the discrepancy
  104. Short-range plans designed to implement the activities and objectives specified in the strategic plan
  105. The statement of an organization's fundamental purpose and basic philosophy
  106. An advancement to a higher-level job with increased authority, responsibility and pay
  107. The incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job
  108. A method of outside resolution of labor and management differences in which a third party is brought in to keep the two sides talking
  109. The building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas
  110. People hired by management to replace striking employees; called "scabs" by striking union members
  111. Two or more individuals who communicate with one another, share a common identity, and have a common goal
  112. The hiring of people to carry out the work of the organization
  113. Those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission