Management Planning Functions

False (B)

Strategy

<p>allocate</p> Signup and view all the answers

<p>Organizing = Arranging resources and tasks to achieve goals Leading = Motivating and inspiring employees Controlling = Monitoring and evaluating progress toward goals Planning = Setting goals and determining actions to achieve them</p> Signup and view all the answers

<p>Defining specific, measurable, achievable, relevant, and time-bound (SMART) goals (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Departmentalization is the process of grouping jobs into units based on similar functions, products, customers, geographic location, or process. Common methods include functional, product, customer, geographic, and process departmentalization.</p> Signup and view all the answers

<p>Social structure (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Virtual network and mixed departmentalization</p> Signup and view all the answers

<p>product</p> Signup and view all the answers

<p>Functional structure = Groups activities based on major business functions like marketing, finance, and production Product structure = Organizes activities around specific products or services Process structure = Matches strategy to structure based on main operating processes Customer structure = Focuses on different customer segments and their specific needs Geographic structure = Organizes activities based on geographic location or region</p> Signup and view all the answers

<p>Strategic (C)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

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<p>Planning</p> Signup and view all the answers

<p>Strategic and Financial (B)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Realistic</p> Signup and view all the answers

<p>Strategic Plan = Long-term (5-10 years) Tactical Plan = Short-term (up to 3 years) Operational Plan = Short-term (day-to-day)</p> Signup and view all the answers

<p>Delegation (D)</p> Signup and view all the answers

<p>To identify potential opportunities and threats in the external environment.</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Standing</p> Signup and view all the answers

<p>First-Line Management (C)</p> Signup and view all the answers

<p>To provide direction and a framework for measuring progress.</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Decision making</p> Signup and view all the answers

<p>All of the above (D)</p> Signup and view all the answers

<p>Review and Evaluation</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>By technology (A)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Mechanistic and organic systems</p> Signup and view all the answers

<p>virtual network</p> Signup and view all the answers

<p>Decentralized decision-making (C)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>There is no one best way to organize, and the optimal structure depends on the specific context and contingencies.</p> Signup and view all the answers

<p>contingency</p> Signup and view all the answers

<p>Organic structure (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Departmentalization is the process of dividing organizational tasks and allocating them to specialized work groups, based on various criteria such as function, product, process, customer, or geography.</p> Signup and view all the answers

<p>matrix</p> Signup and view all the answers

<p>By business function = Grouping tasks based on specialized activities like marketing, finance, or production By product or service = Organizing around specific products or services offered by the company By customer = Creating departments based on different customer segments or groups By geography = Dividing the organization based on geographical regions or locations</p> Signup and view all the answers

<p>Contingency Theory (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>A hierarchy of authority and a system of rules and procedures designed to create an optimally effective system for large organizations.</p> Signup and view all the answers

<p>command</p> Signup and view all the answers

<p>Max Weber = Bureaucracy Henri Fayol = Management Functions Rensis Likert = Human Organization Joan Woodward = Technology as a contingency variable</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Situational factors affecting organization design (A)</p> Signup and view all the answers

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<p>Financial Performance (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>An organization chart graphically represents the positions, reporting relationships, and lines of formal communication within an organization.</p> Signup and view all the answers

<p>organization structure</p> Signup and view all the answers

<p>Departmentalization = Dividing work into specialized units based on functions or areas Span of Control = Number of employees reporting directly to a manager Administrative Hierarchy = System of reporting relationships from the lowest to highest levels Centralization = Decision-making power concentrated at higher levels Formalization = Degree to which rules and procedures are documented and formalized</p> Signup and view all the answers

<p>Financial Performance Departmentation (D)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Responsibility refers to the obligation to perform a task, while authority represents the power to make decisions and take actions related to the task.</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>chain of command</p> Signup and view all the answers

<p>Span of Control (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>A SMART goal is Specific, Measurable, Achievable, Relevant, and Time-bound.</p> Signup and view all the answers

<p>departmentalization</p> Signup and view all the answers

<p>Strategic planning = Long term Tactical planning = Medium term Operational planning = Short term</p> Signup and view all the answers

<p>To order and coordinate employee actions to achieve organizational goals (C)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Unity of command dictates that each employee should report to and receive instructions from only one supervisor to avoid conflicting directions and confusion.</p> Signup and view all the answers

<p>strategy</p> Signup and view all the answers

<p>Strategy precedes structure (D)</p> Signup and view all the answers

<p>Functional Structure (A), Product Structure (B), Process Structure (C), Customer Structure (D), All of the above (E)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>A functional structure groups activities based on major business functions, while a product structure groups activities along business and product lines.</p> Signup and view all the answers

<p>product</p> Signup and view all the answers

<p>Functional = Groups activities based on major business functions, like marketing, finance, or production. Product = Organizes activities along business and product lines, suitable for multi-business enterprises. Process = Matches strategy to structure based on primary operational processes within the organization. Customer = Focuses on serving different customer segments with specialized teams and services. Geographic = Organizes activities based on geographical locations, suitable for companies operating across varied regions.</p> Signup and view all the answers

<p>A company with separate departments for marketing, finance, and production, and each department is further divided by product line. (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>overlapping</p> Signup and view all the answers

<p>Bureaucracy (A)</p> Signup and view all the answers

<p>Motivation (D)</p> Signup and view all the answers

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<p>A hierarchy of authority and rules (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Weber's bureaucracy, Fayol's management functions, Likert's human organization</p> Signup and view all the answers

<p>coordination</p> Signup and view all the answers

<p>Max Weber = Ideal bureaucracy Henri Fayol = Management functions Rensis Likert = Human organization Joan Woodward = Technology in organizational structure</p> Signup and view all the answers

<p>Employee empowerment (B)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Technology and environment</p> Signup and view all the answers

<p>mechanistic</p> Signup and view all the answers

<p>Bureaucracy = Hierarchical authority and rules Management Functions = Planning, organizing, command, coordination, control Human Organization = Supportive relationships and participation</p> Signup and view all the answers

<p>Employees work towards common goals under the same plan. (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Overlapping work groups allow for better coordination and communication among team members.</p> Signup and view all the answers

<p>situation</p> Signup and view all the answers

Choosing goals and actions to achieve desired outcomes.

Planning affects all management functions: organizing, leading, controlling.

A strategy consisting of decisions about goals and actions.

Specific, Measurable, Achievable, Relevant, Time-bound goals.

The steps to define and prioritize organizational goals.

The process of dividing an organization into distinct units.

Focuses on hierarchy and clear roles within an organization.

Emphasizes the need for flexibility and adaptability in management.

An organizational structure that aligns with major business functions to support strategy.

An organizational structure that groups activities along product lines, useful in multi-business firms.

An organizational structure that aligns with main operating processes for strategic purposes.

An organizational structure organized around major customer types to enhance service.

A common organizational structure for companies operating across diverse geographic areas.

A mixed departmentalization scheme combining functional and project-based structures for flexibility.

An emerging organizational structure that utilizes outside specialists supported by a central hub.

Three types: strategic, tactical, and operational plans.

Long-term plans outlining an organization's objectives and direction.

Shorter-term plans that specify actions to implement strategic plans.

Plans that cover short-term, day-to-day operations of the organization.

System defining roles, tasks, and reporting relationships within an organization.

How tasks are divided and coordinated within the organization.

Number of employees reporting directly to a supervisor.

System showing reporting relationships from lowest to highest levels.

Concentration of decision-making authority at the top levels of management.

Extent to which roles, procedures, and communication are defined and documented.

Hierarchical structure of authority within an organization.

Principle stating that a subordinate should only receive directions from one superior.

Responsibility is the obligation to perform, while authority is the legitimized power to make decisions.

The process of executing plans to achieve goals.

A framework focusing on structured hierarchies and rules in management.

A hierarchical organization defined by a clear set of rules and authority.

Planning, organizing, command, coordination, and control as key management roles.

A set of principles advocating effective organizational practices.

Rensis Likert's approach emphasizing supportive relationships and teamwork.

Managers acting as connectors between work groups and management.

Management theories stating that decisions depend on unique situational factors.

The idea that there isn't a universal structure for all organizations.

Two major contingency factors affecting organizational structure.

A variable that influences the design and structure of management.

Past experiences that shape current organizational structure and practices.

Goals set by management based on circumstances and conditions.

Two critical components of Fayol's principles for effective organizing.

The process managers use to determine goals and how to achieve them effectively.

Includes environmental scanning, forecasting, setting objectives, decision making, and review.

Desired outcomes used to measure accomplishments at various levels.

Analyzing external and internal environments for effective planning.

Specific targets that a company aims to achieve through its plans.

Assessing available resources before setting goals.

Choosing the best alternative from several options during the planning process.

Evaluating the effectiveness of plans and making adjustments as necessary.

Plans that outline what will be achieved and the methods to achieve it.

Plans designed for repeated use, like policies and procedures.

A rigid organizational structure focusing on hierarchical authority and fixed roles.

A flexible organizational structure emphasizing collaboration and adaptability.

Theory suggesting there is no one best way to manage or organize; it depends on the situation.

A theory of organization characterized by hierarchy, rules, and procedures for efficiency.

New organizational structures that evolve with changing business needs and technologies.

Various ways organizations can structure departments: by function, product, process, customer, or geography.

The allocation of decision-making authority across various departments and levels in an organization.

An edge a company gains over competitors by employing a superior structure or approach.

Fluctuations in the external environment that can impact organizational structure and success.

Modification in technology that influences how organizations operate and structure themselves.