Principles of Management Final

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Principles of Management Final
2013-12-11 22:14:11

Stark State Management final ch 17-19
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  1. is the process by which information is exchanged and understood by two or more people
  2. the idea by selecting symbols with which to compose a message and selecting a communication channel
  3. the symbols to interpret the meaning of the message
  4. is the tangible formulation of an idea to be sent to the employees
  5. refers to the medium by which a message is sent, such as a phone call, blog, or text message
  6. The communications model
  7. occurs when the receiver responds to the senders communication with a return message
  8. is a communication structure in which team members freely communicate with one another and arrive at decisions together
    Decentralized Network
  9. is the amount of information that can be transmitted during a communication episode
    channel richness
  10. is an individuals level of fear or anxiety associated with interpersonal communication
    communication apprehension
  11. means communicating through actions, gestures, facial expressions, and behavior rather than through words.
    nonverbal communication
  12. refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries
    Personal networking
  13. carries workplace gossip, a dominant force in organization communication when formal channels are not functioning effectively
  14. is a group of Internet-based applications that allow the creation and exchange of user-generated content
    Social Media
  15. is a unit of two or more people who interact and coordinate their work to accomplish a goal to which they are committed and hold themselves mutually accountable
  16. is composed of a manager and his or her subordinates in the formal chain of command
    Functional team
  17. is made up of employees from about the same hierarchical level but from different areas of experience
    Cross-Functional team
  18. consists of multiskilled employees who rotate jobs to produce an entire product or service, often led by an elected team member.
    Self-Managed team
  19. is a person who benefits from team membership but does not make a proportionate contribution to the team's work.
    Free Rider
  20. is a team made up of members who are geographically or organizationally dispersed, rarely meet face to face, and interact to accomplish their work primarily using advanced information and telecommunications technologies
    Virtual team
  21. is a group made up of employees who come from different countries and whose activities span multiple countries
    Global Team
  22. is a team role in which an individual devotes personal time and energy to helping the team accomplish its activities and reach its goal
    Task specialist role
  23. is a team role in which an individual provides support for team members' emotional needs and helps strengthen social unity.
    Socioemotional roal
  24. Five Stages of team development
    • 1) Forming: Orientation, breaking the ice
    • 2) Storming: Conflict, disagreement
    • 3) Norming: Establishment of order and cohesion
    • 4) Performing: Cooperation, problem solving
    • 5) Adjourning: Task Completion
  25. refers to the extent to which team members are attracted to the team and motivated to remain a part of it.
    Team Cohesiveness
  26. is conflict that results from disagreements about the goal to be achieved or the content of the tasks to be performed
    Task Conflict
  27. refers to antagonistic interaction in which one party attempts to block the intentions or goal of another.
  28. is a conflict management strategy whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties
  29. is the systematic process through which managers regulate organizational activities to meet planned goals and standards of performance
    Organizational control
  30. is a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization's capacity for learning and growth
    balanced scorecard
  31. outlines the anticipated and actual expenses for a responsibility center
    expense budget
  32. lists forecasted and actual revenues of the organization
    revenue budget
  33. shows the firm's financial position with respect to assets and liabilities at a speciafic point in time.
    balance sheet
  34. indicates the organization's ability to meet its current debt obligations
    Liquidity ratio
  35. involves monitoring and influencing employees behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems , and other formal mechanisms
    Hierarchical Control
  36. the organization fosters compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures.
    Decentralized Control
  37. allows employees to see for themselves the financial condition of the organization and encourages them to think and act like  business owners
    Open-Book Management
  38. is an organizationwide effort to infuse quality into every activity in a company through continuous improvement
    Total Quality management (TQM)
  39. is the implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.
    Continuous Improvement
  40. the continuous process of measuring products, services, and practices against major competitors or industry leaders