organization management

organization management
35問 • 2年前
  • Jasmine Banihit
  • 通報

    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

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    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