UGBA 10 Module 2 Flash Cards

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Title: UGBA 10 Module 2
Description: UC Berkeley UGBA 10 flashcards module 2
Number of Cards: 171
Save Count: 3
Author: flashcardexchange149vp
Created: 2009-02-28
Tags: 10 2 berkeley business cal module ugba
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    • Question
    • Answer
    • Side 3
    • the four components of management
    • planning, organizing, leading and controlling (an organization's resources to achieve its goals)
    • the management process of guiding and motivating employees to meet an organization's objectives
    • leading
    • the management process of determining what an organization needs to do and how best to get it done
    • planning
    • the management process of monitoring an organization's performance to ensure that it is meeting its goals
    • controlling
    • the management process of determining how bet to arrange an organization's resources and activities into a coherent structure
    • organizing
    • manager responsible for a firm's overall performance and effectiveness
    • top manager
    • manager responsible for implementing the strategies and working toward the goals set by top managers
    • middle manager
    • manager responsible for supervising the work of employees
    • first-line manager
    • type of managers who hire and train employees, evaluate performance, and determine compensation
    • human resource managers
    • type of managers responsible for production, inventory and quality control
    • operations managers
    • type of managers responsible for getting products from producers to consumers
    • marketing managers
    • type of manager responsible for designing and implementing systems to gather, organize and distribute information
    • information managers
    • type of manager responsible for planning and overseeing accounting functions and financial resources
    • financial managers
    • skills needed to perform specialized tasks
    • technical skills
    • skills in understanding and getting along with people
    • human relations skills
    • abilities to think in the abstract, diagnose and analyze different situations, and see beyond the present situation
    • conceptual skills
    • skills in defining problems and selecting the best course of action
    • decision-making skills
    • skills associated with the productive use of time
    • time management skills
    • four leading causes of wasted time
    • paperwork, telephone calls, meetings, e-mail
    • two twenty-first century skills growing in importance
    • global management and technology skills
    • process of helping an organization maintain an effective alignment with its environment
    • strategic management
    • objective that a business hopes and plans to achieve
    • goal
    • broad set of organizational plans for implementing the decisions made for achieving organizational goals
    • strategy
    • a company's reason for being
    • purpose
    • organization's statement of how it will achieve its purpose in the environment in which it conducts its business
    • mission statement
    • goals set for an extended time, typically five years or more into the future
    • long-term goal (5-10 years)
    • goal set for a period of one to five years into the future
    • intermediate goal (1-5 years)
    • goal set for the very near future
    • short-term goal (under 1 year)
    • strategy for determining the firm's overall attitude toward growth and the way it will manage its businesses or product lines
    • corporate strategy
    • corporate strategy of buying and operating multiple businesses in compatible industries
    • related diversification
    • corporate strategy of running dissimilar multiple businesses in dissimilar industries
    • unrelated diversification
    • corporate strategy of buying shares of small companies that can provide technology that the corporation itself does not have
    • e-partnering
    • strategy at the business-unit or product-line level, focusing on improving a firm's competitive position
    • business (or competitive) strategy
    • strategy by which managers in specific areas decide how best to achieve corporate goals through productivity
    • functional strategy
    • a broad concept that describes an organization's intentions
    • strategy
    • creation of a broad program for defining and meetnig an organization's goals
    • strategy formulation
    • goal derived directly from a firm's mission statement
    • strategic goal
    • identification and analysis of organizational strengths and weaknesses and environmental opportunities and threats as part of strategy formulation
    • SWOT analysis
    • process of scanning the business environment for threats and opportunities
    • environmental analysis
    • process of analyzing a firm's strengths and weaknesses
    • organizational analysis
    • plan reflecting decisions about rseource allocations, company priorities, and steps needed to meet strategic goals
    • strategic plan
    • generally short-term plan concerned with implementing specific aspects of a company's strategic plans
    • tactical plan
    • plan setting short-term targets for daily, weekly, or monthly performance
    • operational plan
    • identifying aspects of a business or its environment that might entail changes in strategy
    • contingency planning
    • organization's methods for dealing with emergencies
    • crisis management
    • the shared experiences, stories, beliefs, and norms that characterize an organization
    • corporate culture
    • specification of the jobs to be done within an organization and the ways in which they relate to one another
    • organizational structure
    • diagram depicting a company's structure and showing employees where they fit into its operations
    • organizational chart
    • reporting relationships within a company
    • chain of command
    • process of identifying the specific jobs that need to be done and designating the people who will perform them
    • job specialization
    • process of grouping jobs into logical units
    • departmentalization
    • separate company unit responsible for its own costs and profits
    • profit center
    • diving an organization according to specific products or services being created
    • product departmentalization
    • dividing an organization according to production processes used to create a good or service
    • process departmentalization
    • dividing an organization according to groups' functions or activities
    • functional departmentalization
    • dividing an organization to offer products and meet needs for identifiable customer groups
    • customer departmentalization
    • dividing an organization according to the areas of the country or the world served by the business
    • geographic departmentalization
    • organization in which most decision-making authority is held by upper-level management
    • centralized organization
    • organization in which a great deal of decision-making authority is delegated to levels of management at points below the top
    • decentralized organization
    • characteristic of decentralized companies with relatively few layers of management
    • flat organizational structure
    • characteristic of centralized companies with multiple layers of management
    • tall organizational structure
    • number of people supervised by one manager
    • span of control
    • process through which a manager allocates work to subordinates
    • delegation
    • duty to perform an assigned task
    • responsibility
    • power to make the decisions necessary to complete a task
    • authority
    • obligation employees have to their manager for the successful completion of an assigned task
    • accountability
    • organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom
    • line authority
    • department directly linked to the production and sales of a specific product
    • line department
    • authority based on expertise that usually involves counseling and advising line managers
    • staff authority
    • advisers and counselors who help line departments in making decisions but who do not have the authority to make final decisions
    • staff members
    • authority granted to committees or teams involved in a firm's daily operations
    • committee and team authority
    • group of operating employees who are empowered to plan and organize their own work and to perform that work with a minimum of supervision
    • work team
    • organization structure in which authority is determined by the relationships between group functions and activities
    • functional structure
    • organizational structure in which corporate divisions operate as autonomous businesses under the larger corporate umbrella
    • divisional structure
    • department that resembles a separate business in that it produces and markets its own products
    • division