問題一覧
1
Provides a methodical way of achieving desired results.
Plan
2
In the implementation of activities, the plan serves as a __.
Useful Guide
3
The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning, Nickels and Others
4
The selection and sequential ordering of tasks required to achieve an organizational goal.
Planning, Aldag and Stearns
5
Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.
Planning, Cole and Hamilton
6
Defined as selecting the best course of action so that the desired result may be achieved.
Planning
7
Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
Strategic
8
The whole company is considered, specifically its objectives and current resources.
Strategic
9
The decision about long-range goals and the course of action to achieve these goals.
Strategic Plan
10
The process of determining the contributions that subunits can make with allocated resources.
Intermediate
11
The goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals.
Intermediate
12
Is designed to support the strategic plan.
Intermediate Plan
13
The process of determining how specific tasks can best be accomplished on time with available resources.
Operational
14
It must be performed in support of the strategic plan and the intermediate plan.
Operational
15
The precise statement of results sought, quantified in time and magnitude, where possible.
Goals
16
The ways to realize the goals are called __ and these will be the concern of __ management. The __ and __ management will adapt their own tactics to implement their plans.
Strategies, Top, Middle and Lower
17
A course of action aimed at ensuring that the organization will achieve its objectives.
Strategy
18
A short-term action taken by management to adjust to negative internal or external influences.
Tactic
19
The decision about short-term goals and the courses of action are indicated.
Tactical Plan
20
A quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.
Standard
21
This is the written document or blueprint for implementing and controlling an organization's marketing activities related to a particular marketing strategy.
Marketing Plan
22
This is a written document that states the quantity of output a company must produce in broad terms and by product family.
Production Plan
23
It is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.
Financial Plan
24
It is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company's strategic plan.
Human Resource Management Plan
25
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.
Short-Range Plans
26
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.
Long-Range Plans
27
These are plans that are used again and again, and they focus on managerial situations that recur repeatedly.
Standing Plans
28
They are broad guidelines to aid managers at every level in making decisions about recurring situations or function.
Policies
29
They are plans that describe the exact series of actions to be taken in a given situation.
Procedures
30
They are statements that either require or forbid a certain action.
Rules
31
These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.
Single-Use Plans
32
A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.
Budget, Weston and Brigham
33
Designed to coordinate a large set of activities.
Program
34
Is usually more limited in scope than a program and is sometimes prepared to support a program.
Project
35
Standing Plans
Policies, Procedures, Rules
36
Single-Use Plans
Budgets, Programs, Projects
37
Presents an overall view of the marketing project and its potential.
Executive Summary
38
The strategic statement that identifies why an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.
Company of Corporate Mission
39
It is done so that some desired results may be achieved.
Planning
40
The structuring of resources and activities to accomplish objectives in an efficient and effective manner.
Organizing
41
The arrangement or relationship of positions within an organization.
Structure
42
The result of the organizing process.
Structure
43
Determining the scope of work and how it is combined in a job.
Division of Labor
44
The process of assigning various degrees of decision-making authority to subordinates.
Delegation of Authority
45
The grouping of related jobs, activities, or processes into major organizational subunits.
Departmentation
46
The number of people who report directly to a given manager.
Span of Control
47
The linking of activities in the organization that serves to achieve a common goal or objective.
Coordination
48
The structure that details lines of responsibilites, authority, and position.
Formal Organization
49
What is depicted in the organization chart.
Formal Organization
50
The planned structure.
Formal Organization
51
Represents the deliberate attempt to establish patterned relationships among components that will meet the objectives effectively.
Formal Organization
52
A diagram of the organization's official positions and formal lines of authority.
Organization Chart
53
Provides written descriptions of authority relationships, details the functions of major organizational units, and describes job procedures.
Organizational Manual
54
Describes personnel activities and company policies.
Policy Manual
55
Require the formation of formal groups which will be assigned to perform specific tasks aimed at achieving organizational objectives.
Formal Organizations
56
When members of an organization spontaneously form a group with friendship as a principal reason for belonging.
Informal Group
57
Is not a part of the formal organization and it does not have a formal performance purpose.
Informal Group
58
Are oftentimes very useful in the accomplishment of major tasks, especially if these tasks conform with the expectations of the members of the informal group.
Informal Group
59
Is vulnerable to expediency, manipulation, and opportunism.
Informal Organization
60
Is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional Organization
61
Refers to the organization of a company by divisions that brings together all those involved with a certain type of product or customer.
Product or Market Organization
62
An organizational structure in which each employee reports to both a functional or division manager and to a project or group manager.
Matrix Organization
63
Concern for environment or love for classical music.
Common Interest
64
Which gives people the chance to share ideas, opinions, and feelings.
Proximity
65
Which are derived from unions, cultural societies, fraternities, etc.
Need Satisfaction
66
Which is derived from unions, fraternities, etc.
Collective Power
67
Which attract individuals like: consumer society, sports club, etc.
Group Goals
68
Are very effective in smaller firms, especially single-business firms where key activities revolve around well-defined skills and areas of specialization.
Functional Organization Structures
69
With its feature of operating by divisions, is appropriate for a large corporation with many product lines in several related industries.
Product or Market Organization
70
A structure with two (or more) channels of command, two lines of budget authority, and two sources of performance and reward.
Matrix Organization, Thompson and Strickland
71
Designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.
Matrix Structure, Higgins
72
A manager's right to tell subordinates what to do and then see that they do it.
Line Authority
73
A staff specialist's right to give advice to a superior.
Staff Authority
74
A specialist's right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional Authority
75
Perform tasks that reflect the organization's primary goal and mission.
Line Departments
76
Include all those that provide specialized skills in support of line departments.
Staff Departments
77
Those individuals assigned to a specific manager to provide needed staff services.
Personal Staff
78
Those individuals providing needed staff services for the whole organization.
Specialized Staff
79
Is one given to a person or a work group to make decisions related to their expertise even if these decisions concern other departments.
Functional Authority
80
Is given to most budget officers of organizations, as well as other officers.
Functional Authority
81
Is a formal group of persons formed for a specific purpose.
Committee
82
One created for a short-term purpose and have a limited life.
Ad Hoc Committee
83
A relatively permanent committee that deals with issues on an ongoing basis.
Standing Committee
84
Often staffed by top executives from marketing, production, research, engineering, and finance, who work part-time to evaluate and approve product ideas.
Product Planning Committee
Enumeration
Enumeration
Sabrina Mikhaela Canindo · 42問 · 1年前Enumeration
Enumeration
42問 • 1年前Identification
Identification
Sabrina Mikhaela Canindo · 260問 · 1年前Identification
Identification
260問 • 1年前Chapter 1
Chapter 1
Sabrina Mikhaela Canindo · 125問 · 1年前Chapter 1
Chapter 1
125問 • 1年前C1 part 2
C1 part 2
Sabrina Mikhaela Canindo · 36問 · 1年前C1 part 2
C1 part 2
36問 • 1年前Chap 1&2
Chap 1&2
Sabrina Mikhaela Canindo · 73問 · 1年前Chap 1&2
Chap 1&2
73問 • 1年前HUM
HUM
Sabrina Mikhaela Canindo · 204問 · 1年前HUM
HUM
204問 • 1年前Lesson 2,3,4,5,6,7
Lesson 2,3,4,5,6,7
Sabrina Mikhaela Canindo · 140問 · 1年前Lesson 2,3,4,5,6,7
Lesson 2,3,4,5,6,7
140問 • 1年前Chap 1,2
Chap 1,2
Sabrina Mikhaela Canindo · 97問 · 1年前Chap 1,2
Chap 1,2
97問 • 1年前Lesson 1
Lesson 1
Sabrina Mikhaela Canindo · 64問 · 1年前Lesson 1
Lesson 1
64問 • 1年前Chap 3,4
Chap 3,4
Sabrina Mikhaela Canindo · 85問 · 1年前Chap 3,4
Chap 3,4
85問 • 1年前Chapter 2
Chapter 2
Sabrina Mikhaela Canindo · 57問 · 1年前Chapter 2
Chapter 2
57問 • 1年前Lesson 1&2
Lesson 1&2
Sabrina Mikhaela Canindo · 84問 · 1年前Lesson 1&2
Lesson 1&2
84問 • 1年前Chapter 3
Chapter 3
Sabrina Mikhaela Canindo · 38問 · 1年前Chapter 3
Chapter 3
38問 • 1年前Lesson 3&4
Lesson 3&4
Sabrina Mikhaela Canindo · 54問 · 1年前Lesson 3&4
Lesson 3&4
54問 • 1年前Chapter 4
Chapter 4
Sabrina Mikhaela Canindo · 51問 · 1年前Chapter 4
Chapter 4
51問 • 1年前Lesson 5,6&7
Lesson 5,6&7
Sabrina Mikhaela Canindo · 73問 · 1年前Lesson 5,6&7
Lesson 5,6&7
73問 • 1年前(2)
(2)
Sabrina Mikhaela Canindo · 56問 · 1年前(2)
(2)
56問 • 1年前Chapter 5
Chapter 5
Sabrina Mikhaela Canindo · 84問 · 1年前Chapter 5
Chapter 5
84問 • 1年前CE215
CE215
Sabrina Mikhaela Canindo · 60問 · 1年前CE215
CE215
60問 • 1年前問題一覧
1
Provides a methodical way of achieving desired results.
Plan
2
In the implementation of activities, the plan serves as a __.
Useful Guide
3
The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning, Nickels and Others
4
The selection and sequential ordering of tasks required to achieve an organizational goal.
Planning, Aldag and Stearns
5
Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.
Planning, Cole and Hamilton
6
Defined as selecting the best course of action so that the desired result may be achieved.
Planning
7
Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
Strategic
8
The whole company is considered, specifically its objectives and current resources.
Strategic
9
The decision about long-range goals and the course of action to achieve these goals.
Strategic Plan
10
The process of determining the contributions that subunits can make with allocated resources.
Intermediate
11
The goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals.
Intermediate
12
Is designed to support the strategic plan.
Intermediate Plan
13
The process of determining how specific tasks can best be accomplished on time with available resources.
Operational
14
It must be performed in support of the strategic plan and the intermediate plan.
Operational
15
The precise statement of results sought, quantified in time and magnitude, where possible.
Goals
16
The ways to realize the goals are called __ and these will be the concern of __ management. The __ and __ management will adapt their own tactics to implement their plans.
Strategies, Top, Middle and Lower
17
A course of action aimed at ensuring that the organization will achieve its objectives.
Strategy
18
A short-term action taken by management to adjust to negative internal or external influences.
Tactic
19
The decision about short-term goals and the courses of action are indicated.
Tactical Plan
20
A quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.
Standard
21
This is the written document or blueprint for implementing and controlling an organization's marketing activities related to a particular marketing strategy.
Marketing Plan
22
This is a written document that states the quantity of output a company must produce in broad terms and by product family.
Production Plan
23
It is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.
Financial Plan
24
It is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company's strategic plan.
Human Resource Management Plan
25
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.
Short-Range Plans
26
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.
Long-Range Plans
27
These are plans that are used again and again, and they focus on managerial situations that recur repeatedly.
Standing Plans
28
They are broad guidelines to aid managers at every level in making decisions about recurring situations or function.
Policies
29
They are plans that describe the exact series of actions to be taken in a given situation.
Procedures
30
They are statements that either require or forbid a certain action.
Rules
31
These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.
Single-Use Plans
32
A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.
Budget, Weston and Brigham
33
Designed to coordinate a large set of activities.
Program
34
Is usually more limited in scope than a program and is sometimes prepared to support a program.
Project
35
Standing Plans
Policies, Procedures, Rules
36
Single-Use Plans
Budgets, Programs, Projects
37
Presents an overall view of the marketing project and its potential.
Executive Summary
38
The strategic statement that identifies why an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.
Company of Corporate Mission
39
It is done so that some desired results may be achieved.
Planning
40
The structuring of resources and activities to accomplish objectives in an efficient and effective manner.
Organizing
41
The arrangement or relationship of positions within an organization.
Structure
42
The result of the organizing process.
Structure
43
Determining the scope of work and how it is combined in a job.
Division of Labor
44
The process of assigning various degrees of decision-making authority to subordinates.
Delegation of Authority
45
The grouping of related jobs, activities, or processes into major organizational subunits.
Departmentation
46
The number of people who report directly to a given manager.
Span of Control
47
The linking of activities in the organization that serves to achieve a common goal or objective.
Coordination
48
The structure that details lines of responsibilites, authority, and position.
Formal Organization
49
What is depicted in the organization chart.
Formal Organization
50
The planned structure.
Formal Organization
51
Represents the deliberate attempt to establish patterned relationships among components that will meet the objectives effectively.
Formal Organization
52
A diagram of the organization's official positions and formal lines of authority.
Organization Chart
53
Provides written descriptions of authority relationships, details the functions of major organizational units, and describes job procedures.
Organizational Manual
54
Describes personnel activities and company policies.
Policy Manual
55
Require the formation of formal groups which will be assigned to perform specific tasks aimed at achieving organizational objectives.
Formal Organizations
56
When members of an organization spontaneously form a group with friendship as a principal reason for belonging.
Informal Group
57
Is not a part of the formal organization and it does not have a formal performance purpose.
Informal Group
58
Are oftentimes very useful in the accomplishment of major tasks, especially if these tasks conform with the expectations of the members of the informal group.
Informal Group
59
Is vulnerable to expediency, manipulation, and opportunism.
Informal Organization
60
Is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional Organization
61
Refers to the organization of a company by divisions that brings together all those involved with a certain type of product or customer.
Product or Market Organization
62
An organizational structure in which each employee reports to both a functional or division manager and to a project or group manager.
Matrix Organization
63
Concern for environment or love for classical music.
Common Interest
64
Which gives people the chance to share ideas, opinions, and feelings.
Proximity
65
Which are derived from unions, cultural societies, fraternities, etc.
Need Satisfaction
66
Which is derived from unions, fraternities, etc.
Collective Power
67
Which attract individuals like: consumer society, sports club, etc.
Group Goals
68
Are very effective in smaller firms, especially single-business firms where key activities revolve around well-defined skills and areas of specialization.
Functional Organization Structures
69
With its feature of operating by divisions, is appropriate for a large corporation with many product lines in several related industries.
Product or Market Organization
70
A structure with two (or more) channels of command, two lines of budget authority, and two sources of performance and reward.
Matrix Organization, Thompson and Strickland
71
Designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.
Matrix Structure, Higgins
72
A manager's right to tell subordinates what to do and then see that they do it.
Line Authority
73
A staff specialist's right to give advice to a superior.
Staff Authority
74
A specialist's right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional Authority
75
Perform tasks that reflect the organization's primary goal and mission.
Line Departments
76
Include all those that provide specialized skills in support of line departments.
Staff Departments
77
Those individuals assigned to a specific manager to provide needed staff services.
Personal Staff
78
Those individuals providing needed staff services for the whole organization.
Specialized Staff
79
Is one given to a person or a work group to make decisions related to their expertise even if these decisions concern other departments.
Functional Authority
80
Is given to most budget officers of organizations, as well as other officers.
Functional Authority
81
Is a formal group of persons formed for a specific purpose.
Committee
82
One created for a short-term purpose and have a limited life.
Ad Hoc Committee
83
A relatively permanent committee that deals with issues on an ongoing basis.
Standing Committee
84
Often staffed by top executives from marketing, production, research, engineering, and finance, who work part-time to evaluate and approve product ideas.
Product Planning Committee