Business Exam 3, CH 8

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Asianrice
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6804
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Business Exam 3, CH 8
Updated:
2010-02-13 13:06:08
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business
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Business exam 3 Chapter 8
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  1. ECONOMIES OF SCALES
    THE SITUATION IN WHICH COMPANIES CAN REDUCE THEIR PRODUCTION COSTS IF THEY CAN PURCHASE RAW MATERIALS IN BULK; THE AVERAGE COST OF GOODS GOES DOWN AS PRODUCTION LEVELS INCRASES
  2. HIERARCHY
    A SYSTEM IN WHICH ONE PERSON IS AT THE TOP OF THE ORGANIZATION AND THERE IS RANKED OR SEQUENTIAL ORDERING FROM THE TOP DOWN OF MANAGERS WHO ARE RESPONSIBLE TO THAT PERSON.
  3. CHAIN OF COMMAND
    THE LINE OF AUTHORITY THAT MOVES FROM THE TOP OF A HIERARCHY TO THE LOWEST LEVEL
  4. BUREAUCRACY
    AN ORGANIZATION WITH MANY LAYERS OF MANAGERS WHO SET RULES AND REGULATIONS AND OVERSEE ALL DECISIONS
  5. CENTRALIZED AUTHORITY
    AN ORGANIZATION STRUCTURE IN WHICH DECISION-MAKING AUTHOIRTY IS MAINTAIN AT THE TOP LEVEL OF MANAGEMENT AT THE COMPANY'S HEADQUARTERS
  6. DECENTRALIZATED AUTHORITY
    AN ORGANIZATION STRUCTURE IN WHICH DECISION-MAKING AUTHORITY IS DELEGATED TO LOWER-LEVEL MANAGERS MORE FAMILIAR WITH LOCAL CONDITION THAT HEADQUARTERS MANAGEMENT COULD BE
  7. SPAN OF CONTROL
    THE OPTUMUM NUMBER OF SUBORDINATES A MANAGER SUPERVISES OR SHOULD SUPERVISE
  8. TALL ORGANIZATION STRUCTURES
    AN ORGANIZATIONAL STRUCTURE IN WHICH THE PYRAMIDAL ORGANIZATION CHART WOULD BE QUITE TALL BECAUSE OF THE VARIOUS LEVELS OF MANAGEMENT
  9. FLAT ORGANIZATION STURTURE
    AN ORGANIZATION STRUCTURE THAT HAS FEW LAYERS OF MANAGEMENT AND A BROAD SPAN OF CONTROL.
  10. DEPARTMENTALIZATION
    THE DEVIDING OF ORGANIZATIONAL FUNCTIONS INTO SEPARATE UNITS
  11. LINE ORGANIZATION
    AN ORGANIZATION THAT HAS DIRECT TWO-WAY LINES OF RESPONSIBILITY, AUTHORITY AND COMMUNICATION RUNNING FROM TOP TO THE BOTTOM OF THE ORGANIZATION, WITH ALL PEOPLE REPORTING TO ONLY ONE SUPERVISOR
  12. LINE PERSONNEL
    EMPLOYEES WHO ARE PART OF THE CHAIN OF COMMAND THAT IS RESPONSIBLE FOR ACHIEVING ORGANIZATIONAL GOALS
  13. STAFF PERSONNEL
    EMPLOYEES WHO ADVISE AND ASSIST LINE PERSONEL IN MEETING THEIR GOALS
  14. MATRIX ORGANIZATION
    AN ORGANIZATION IN WHICH SPECIALISTS FROM DIFFERENT PART OF THE ORGANIZATION ARE BROUGHT TOGETHER TO WORK ON SPECIFIC PROJECTS BUT REMAIN PART OF A LINE AND STAFF STRUCTURES
  15. CROSS-FUNCTIONAL SELF-MANAGED TEAMS
    GROUPS OF EMPLOYEE FROM DIFFEREN DEPARTMENTS WHO WORK TOGETHER ON A LONG-TERM BASIS
  16. NETWORKING
    USING COMMUNCATIONS TECHNOLOGY AND OTHER MEANS TO LINK ORGANIZATIONS AND ALLOW THEM TO WORK TOGETHER ON COMMON OBJECTIVES
  17. REAL TIME
    THE PRESENT MOMENT OR THE ACTUAL TIME IN WHICH SOMETHING TAKES PLACE
  18. TRANSPARENCY
    A CONCEPT THAT DESCRIBE A COMPANY BEING SO OPEN TO OTHER COMPANIES WORKING WITH IT THAT THE ONCE-SOLID BARRIERS BETWEEN THEM BECOME SEE-THROUGH AND ELECTRONIC INFO IS SHARED AS IF THE COMPANIES WERE ONE
  19. VIRTUAL CORPORATION
    A TEMPORARY NETWORKED ORGANIZATION MADE UP OF REPLACEABLE FIRMS THAT JOIN AND LEAVE AS NEEDED
  20. BENCHMARKING
    COMPARING AN ORGANIZATION'S PRACTICES. PROCESSES, AND PRODUCT AGAINST THE WORLD'S BEST.
  21. OUTSOURCING
    ASSIGNING VARIOUS FUNCTIONS, SUCH AS ACCOUNTING, PRODUCTION, SECURITY, MAINTENANCE AND LEGAL WORK, TO OUTSIDE ORGANIZATION
  22. CORE COMPETENCIES
    THOSE FUNCTIONS THAT THE ORGANIZATION CAN DO AS WELL AS OR BETTER THAN ANY OTHER ORGANIZATION IN THE WORLD
  23. RESTRUCTING
    REDESIGNING AN ORGANIZATION SO THAT IT CAN MORE EFFECTIVE AND EFFICIENTLY SERVE ITS CUSTOMERS
  24. INVERTED ORGANIZATION
    AN ORGANIZATION THAT HAS CONTACT PEOPLE AT THE TOP AND THE CEO AT THE BOTTOM OF THE ORGANIZATION CHART
  25. REENGINEERING
    THE FUNDAMENTAL RETHINKING AND RADICAL DEDESIGN OF ORGANIZATIONAL PROCESSES TO ACHIEVE DRAMATIC IMPROVEMENTS IN CRITICAL MEASURES OF PERFORMANCE
  26. ORGANIZATIONAL (OR CORPORATE) CULTURE
    WILDELY SHARED VALUES WITHIN AN ORGANIZATION THAT PROVIDE UNITY AND COOPERATION TO ACHIEVE COMMON GOALS
  27. FORMAL ORGANIZATION
    THE STRUCTURE THAT DETAILS LINE OF RESPONSIBILITY, AUTHORITY, AND POSITION; THAT IS, THE STRUCTURE SHOWN ON ORGANIZATION CHARTS
  28. INFORMAL ORGANIZATION
    THE SYSTEM OF RELATIONSHIPS AND LINES OF AUTHORITY THAT DEVELOPS SPONTANEOUSLY AS EMPLOYEES MEET AND FORM POWER CENTERS; THAT IS THE HUMAN SIDE OF THE ORGANIZATION THAT DOES NOT APPEAR ON ANY ORGANIZATION CHART

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