organization management
問題一覧
1
Is the detailed study of the way of life of
the people
environmental scanning
2
Is the method of assessing the advantages and
disadvantages of a business in the face of potential
threats and opportunites.
swot analysis
3
Evaluation of the internal factors.
internal factors
4
These make up the factors that can affect a
company’s performance from the outside.
external factors
5
These are the good aspects about how a company
that the analysis will show.
positive factors
6
These are the aspects that a businessman must watch
out for because weaknesses and threats can pose
danger to the stability of the company.
negative factors
7
internal/positive
strengths and opportunities
8
external/negative factors
weaknesses and threats
9
It is part of an external environment analysis when conducting a
strategic analysis or doing market research, and gives an overview of
the different macro-environmental factors to be taken into
consideration. It is a strategic tool for understanding market growth or
decline, business position, potential and direction for operations.
prest analysis
10
This step involves mapping out exactly how to achieve a particular goal.
Say, for example, that the organization's goal is to improve company sales. The
manager first needs to decide which steps are necessary to accomplish that goal.
These steps may include increasing advertising, inventory, and sales staff. These
necessary steps are developed into a plan. When the plan is in place, the manager
can follow it to accomplish the goal of improving company sales.
planning
11
After a plan is in place, a manager needs to organize her team and
materials according to her plan. Assigning work and granting authority are two
important elements of organizing.
organizing
12
After a manager discerns his area's needs, he may decide to beef up his staffing by
recruiting, selecting, training, and developing employees. A manager in a large organization often works
with the company's human resources department to
accomplish this goal
staffing
13
After a manager discerns his area's needs, he may decide to beef up his staffing by
recruiting, selecting, training, and developing employees. A manager in a large organization often works
with the company's human resources department to
accomplish this goal.
staffing
14
A manager needs to do more than just plan, organize, and staff her team to
achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and
encouraging. It requires the manager to coach, assist, and problem solve with employees.
leading/directing
15
After the other elements are in place, a manager's job is not finished. He needs to
continuously check results against goals and take any corrective actions
necessary to make sure that his area's plans remain on track
controlling
16
means getting the most output from the least amount
of inputs
-“doing things right”
efficiency
17
means do those work activities that will help the
organization reach its goals.
-“doing the right things”
effectivess
18
Reasonable profits, survival and growth of
business, improving the goodwill ofthe enterprise, etc.
organization objectives
19
Fair remuneration for work performed, reasonable
working conditions, opportunities fortraining and development, reasonable
security of service, etc.
personal objectives
20
Quality of goods and services at fair price to
customers, honest and prompt payment oftaxes, conservation of
environment and natural resources, preservation of ethical values of the
society, etc.
social objectives
21
Management is a process of continuing and related activities.
progress
22
Management is about it involving and concentrating on organizational
goals
one vision
23
Management achieves the organizational goals by working with
people and organization resources
cooperation
24
The author of the book “The Nature of
Managerial Work”
henry mintzberg
25
This role involves human interaction
interpersonal
26
This role involves the sharing
and analyzing of information
informational
27
Special Proficiency
Or Expertise.
technical skills
28
Ability to work well
People.
human skills
29
having a solid, almost unyielding
surface or structure.
firm
30
refers to the forces/factors outside the
organization which may affect, either positively or
negatively, the performance of the organization
external business environment
31
refers to the forces/factors within the organization which
may affect, either positively or negatively, the
performance of the organization.
internal business environment
32
Economic
• Socio-cultural
• Politico-legal
• Demographic
• Technological
• World and ecological situations
general external business environment
33
Stakeholders
• Customers
• Pressure groups
• Investors
• Employees
specific external business environment
34
is an individual’s ability to favorably receive and adjust to an unfamiliar
way of doing things
cultural intelligence
35
Is a culture where people tend to do one thing at a time.
monochronic culture
kompan
kompan
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11問 • 2年前問題一覧
1
Is the detailed study of the way of life of
the people
environmental scanning
2
Is the method of assessing the advantages and
disadvantages of a business in the face of potential
threats and opportunites.
swot analysis
3
Evaluation of the internal factors.
internal factors
4
These make up the factors that can affect a
company’s performance from the outside.
external factors
5
These are the good aspects about how a company
that the analysis will show.
positive factors
6
These are the aspects that a businessman must watch
out for because weaknesses and threats can pose
danger to the stability of the company.
negative factors
7
internal/positive
strengths and opportunities
8
external/negative factors
weaknesses and threats
9
It is part of an external environment analysis when conducting a
strategic analysis or doing market research, and gives an overview of
the different macro-environmental factors to be taken into
consideration. It is a strategic tool for understanding market growth or
decline, business position, potential and direction for operations.
prest analysis
10
This step involves mapping out exactly how to achieve a particular goal.
Say, for example, that the organization's goal is to improve company sales. The
manager first needs to decide which steps are necessary to accomplish that goal.
These steps may include increasing advertising, inventory, and sales staff. These
necessary steps are developed into a plan. When the plan is in place, the manager
can follow it to accomplish the goal of improving company sales.
planning
11
After a plan is in place, a manager needs to organize her team and
materials according to her plan. Assigning work and granting authority are two
important elements of organizing.
organizing
12
After a manager discerns his area's needs, he may decide to beef up his staffing by
recruiting, selecting, training, and developing employees. A manager in a large organization often works
with the company's human resources department to
accomplish this goal
staffing
13
After a manager discerns his area's needs, he may decide to beef up his staffing by
recruiting, selecting, training, and developing employees. A manager in a large organization often works
with the company's human resources department to
accomplish this goal.
staffing
14
A manager needs to do more than just plan, organize, and staff her team to
achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and
encouraging. It requires the manager to coach, assist, and problem solve with employees.
leading/directing
15
After the other elements are in place, a manager's job is not finished. He needs to
continuously check results against goals and take any corrective actions
necessary to make sure that his area's plans remain on track
controlling
16
means getting the most output from the least amount
of inputs
-“doing things right”
efficiency
17
means do those work activities that will help the
organization reach its goals.
-“doing the right things”
effectivess
18
Reasonable profits, survival and growth of
business, improving the goodwill ofthe enterprise, etc.
organization objectives
19
Fair remuneration for work performed, reasonable
working conditions, opportunities fortraining and development, reasonable
security of service, etc.
personal objectives
20
Quality of goods and services at fair price to
customers, honest and prompt payment oftaxes, conservation of
environment and natural resources, preservation of ethical values of the
society, etc.
social objectives
21
Management is a process of continuing and related activities.
progress
22
Management is about it involving and concentrating on organizational
goals
one vision
23
Management achieves the organizational goals by working with
people and organization resources
cooperation
24
The author of the book “The Nature of
Managerial Work”
henry mintzberg
25
This role involves human interaction
interpersonal
26
This role involves the sharing
and analyzing of information
informational
27
Special Proficiency
Or Expertise.
technical skills
28
Ability to work well
People.
human skills
29
having a solid, almost unyielding
surface or structure.
firm
30
refers to the forces/factors outside the
organization which may affect, either positively or
negatively, the performance of the organization
external business environment
31
refers to the forces/factors within the organization which
may affect, either positively or negatively, the
performance of the organization.
internal business environment
32
Economic
• Socio-cultural
• Politico-legal
• Demographic
• Technological
• World and ecological situations
general external business environment
33
Stakeholders
• Customers
• Pressure groups
• Investors
• Employees
specific external business environment
34
is an individual’s ability to favorably receive and adjust to an unfamiliar
way of doing things
cultural intelligence
35
Is a culture where people tend to do one thing at a time.
monochronic culture