暗記メーカー

2

2

12問 • 8ヶ月前

問題一覧

1

This barrier arises when management becomes overly dependent on written or digital reports to make decisions, without fully understanding the actual context behind the data

filing of reports

2

This barrier arises when the methods (means) of control become more important than the actual goals (ends) they are meant to achieve

means vs ends

3

Although controls can be designed to focus on relatively narrow aspects of an organization, managers must remember that corrective action should not only relate to the specific activity being controlled-but also to other interconnected units within the organization

perspective of organizational members

4

Employee morale tends to drop, and frustration builds because they feel they have no freedom to do a good job

employee frustration and morale

5

This barrier arises when management exerts too much control and becomes overly rigid

enployee frustration and morale

6

This barrier occurs when managers are burdened by the need to ensure that planned performance and actual performance are equivalent for both short-term and long term production quotas

long-term vs short-term production

7

Potential barriers to successful control:

— longterm vs shortterm production — employee frustration and morale — perspective of organizational members — means vs ends — filing of reports

8

Uses technology and feedback loops (such as automated systems) to regulate and optimize processes in real time

cybernetic control

9

Manages financial resources through budgeting, cost control, and financial analysis to maintain organizational stability

financial control

10

Relies on formal rules, procedures, and authority to guide performance, often seen in highly structured organizations

bureaucratic (top-down) control

11

Focuses on day-to-day operations and ensures that tasks are carried out efficiently within the framework of the organization's strategy

operational (tactical) control

12

Ensures the organization is moving in the right long-term direction by monitoring the implementation of strategies and making necessary adjustments

strategic control

EM Waves and Spectrum

EM Waves and Spectrum

John Marabiles · 73問 · 1年前

EM Waves and Spectrum

EM Waves and Spectrum

73問 • 1年前

Polarization

Polarization

John Marabiles · 25問 · 1年前

Polarization

Polarization

25問 • 1年前

Lesson 1

Lesson 1

John Marabiles · 9問 · 1年前

Lesson 1

Lesson 1

9問 • 1年前

Lesson 2

Lesson 2

John Marabiles · 8問 · 1年前

Lesson 2

Lesson 2

8問 • 1年前

Lesson 3

Lesson 3

John Marabiles · 7問 · 1年前

Lesson 3

Lesson 3

7問 • 1年前

Chapter 10

Chapter 10

John Marabiles · 43問 · 1年前

Chapter 10

Chapter 10

43問 • 1年前

Evidence Of Evolution

Evidence Of Evolution

John Marabiles · 46問 · 1年前

Evidence Of Evolution

Evidence Of Evolution

46問 • 1年前

Traditional Materials

Traditional Materials

John Marabiles · 20問 · 1年前

Traditional Materials

Traditional Materials

20問 • 1年前

Crushing Strength Of Common Building Stones

Crushing Strength Of Common Building Stones

John Marabiles · 8問 · 1年前

Crushing Strength Of Common Building Stones

Crushing Strength Of Common Building Stones

8問 • 1年前

Properties Of Stones

Properties Of Stones

John Marabiles · 16問 · 1年前

Properties Of Stones

Properties Of Stones

16問 • 1年前

Requirements Of Good Building Stones:

Requirements Of Good Building Stones:

John Marabiles · 11問 · 1年前

Requirements Of Good Building Stones:

Requirements Of Good Building Stones:

11問 • 1年前

Tests On Stones

Tests On Stones

John Marabiles · 5問 · 1年前

Tests On Stones

Tests On Stones

5問 • 1年前

Structural Reading

Structural Reading

John Marabiles · 22問 · 1年前

Structural Reading

Structural Reading

22問 • 1年前

General Chemistry

General Chemistry

John Marabiles · 50問 · 1年前

General Chemistry

General Chemistry

50問 • 1年前

Lesson 1: Construction Sector

Lesson 1: Construction Sector

John Marabiles · 10問 · 1年前

Lesson 1: Construction Sector

Lesson 1: Construction Sector

10問 • 1年前

Lesson 2: Participating in Workplace Communication and Collaboration

Lesson 2: Participating in Workplace Communication and Collaboration

John Marabiles · 11問 · 1年前

Lesson 2: Participating in Workplace Communication and Collaboration

Lesson 2: Participating in Workplace Communication and Collaboration

11問 • 1年前

Lesson 3: Practicing Career Professionalism

Lesson 3: Practicing Career Professionalism

John Marabiles · 8問 · 1年前

Lesson 3: Practicing Career Professionalism

Lesson 3: Practicing Career Professionalism

8問 • 1年前

Lesson 4: Practicing Occupational Health and Safety Procedures

Lesson 4: Practicing Occupational Health and Safety Procedures

John Marabiles · 22問 · 1年前

Lesson 4: Practicing Occupational Health and Safety Procedures

Lesson 4: Practicing Occupational Health and Safety Procedures

22問 • 1年前

Lesson 5: Observing Sustainable Workplace Practices

Lesson 5: Observing Sustainable Workplace Practices

John Marabiles · 11問 · 1年前

Lesson 5: Observing Sustainable Workplace Practices

Lesson 5: Observing Sustainable Workplace Practices

11問 • 1年前

Lesson 1: Mensuration and Calculation

Lesson 1: Mensuration and Calculation

John Marabiles · 28問 · 1年前

Lesson 1: Mensuration and Calculation

Lesson 1: Mensuration and Calculation

28問 • 1年前

Lesson 2: Interpreting Technical Drawings and Plans

Lesson 2: Interpreting Technical Drawings and Plans

John Marabiles · 9問 · 1年前

Lesson 2: Interpreting Technical Drawings and Plans

Lesson 2: Interpreting Technical Drawings and Plans

9問 • 1年前

Functions

Functions

John Marabiles · 7問 · 1年前

Functions

Functions

7問 • 1年前

Commands and Shortkeys

Commands and Shortkeys

John Marabiles · 32問 · 1年前

Commands and Shortkeys

Commands and Shortkeys

32問 • 1年前

Construction Plans and Sheets

Construction Plans and Sheets

John Marabiles · 18問 · 1年前

Construction Plans and Sheets

Construction Plans and Sheets

18問 • 1年前

Beams

Beams

John Marabiles · 9問 · 1年前

Beams

Beams

9問 • 1年前

Lesson 1

Lesson 1

John Marabiles · 41問 · 1年前

Lesson 1

Lesson 1

41問 • 1年前

1

1

John Marabiles · 73問 · 1年前

1

1

73問 • 1年前

3

3

John Marabiles · 5問 · 1年前

3

3

5問 • 1年前

1

1

John Marabiles · 27問 · 1年前

1

1

27問 • 1年前

8

8

John Marabiles · 5問 · 1年前

8

8

5問 • 1年前

1

1

John Marabiles · 10問 · 1年前

1

1

10問 • 1年前

1

1

John Marabiles · 20問 · 1年前

1

1

20問 • 1年前

2

2

John Marabiles · 16問 · 1年前

2

2

16問 • 1年前

1

1

John Marabiles · 5問 · 1年前

1

1

5問 • 1年前

Context of Communication

Context of Communication

John Marabiles · 10問 · 1年前

Context of Communication

Context of Communication

10問 • 1年前

Elements of Communication

Elements of Communication

John Marabiles · 10問 · 1年前

Elements of Communication

Elements of Communication

10問 • 1年前

Functions of Communication

Functions of Communication

John Marabiles · 9問 · 1年前

Functions of Communication

Functions of Communication

9問 • 1年前

Barriers of Communication

Barriers of Communication

John Marabiles · 18問 · 1年前

Barriers of Communication

Barriers of Communication

18問 • 1年前

Guidelines to Eliminate Barriers of Communication

Guidelines to Eliminate Barriers of Communication

John Marabiles · 8問 · 1年前

Guidelines to Eliminate Barriers of Communication

Guidelines to Eliminate Barriers of Communication

8問 • 1年前

1

1

John Marabiles · 26問 · 1年前

1

1

26問 • 1年前

1

1

John Marabiles · 8問 · 1年前

1

1

8問 • 1年前

1

1

John Marabiles · 38問 · 1年前

1

1

38問 • 1年前

Development of the Periodic Table

Development of the Periodic Table

John Marabiles · 5問 · 1年前

Development of the Periodic Table

Development of the Periodic Table

5問 • 1年前

CEM 1

CEM 1

John Marabiles · 17問 · 1年前

CEM 1

CEM 1

17問 • 1年前

CEM 2

CEM 2

John Marabiles · 6問 · 1年前

CEM 2

CEM 2

6問 • 1年前

GE 1

GE 1

John Marabiles · 27問 · 1年前

GE 1

GE 1

27問 • 1年前

GE 3

GE 3

John Marabiles · 7問 · 1年前

GE 3

GE 3

7問 • 1年前

TE 1

TE 1

John Marabiles · 28問 · 1年前

TE 1

TE 1

28問 • 1年前

1

1

John Marabiles · 22問 · 1年前

1

1

22問 • 1年前

2

2

John Marabiles · 37問 · 1年前

2

2

37問 • 1年前

1

1

John Marabiles · 17問 · 1年前

1

1

17問 • 1年前

1

1

John Marabiles · 9問 · 1年前

1

1

9問 • 1年前

2

2

John Marabiles · 9問 · 1年前

2

2

9問 • 1年前

1

1

John Marabiles · 6問 · 1年前

1

1

6問 • 1年前

2

2

John Marabiles · 5問 · 1年前

2

2

5問 • 1年前

1

1

John Marabiles · 9問 · 1年前

1

1

9問 • 1年前

FINAL

FINAL

John Marabiles · 76問 · 1年前

FINAL

FINAL

76問 • 1年前

1

1

John Marabiles · 22問 · 1年前

1

1

22問 • 1年前

1

1

John Marabiles · 35問 · 1年前

1

1

35問 • 1年前

Week 6 to 8

Week 6 to 8

John Marabiles · 92問 · 1年前

Week 6 to 8

Week 6 to 8

92問 • 1年前

Week 10 to 12

Week 10 to 12

John Marabiles · 80問 · 1年前

Week 10 to 12

Week 10 to 12

80問 • 1年前

Final 1

Final 1

John Marabiles · 37問 · 1年前

Final 1

Final 1

37問 • 1年前

問題一覧

1

This barrier arises when management becomes overly dependent on written or digital reports to make decisions, without fully understanding the actual context behind the data

filing of reports

2

This barrier arises when the methods (means) of control become more important than the actual goals (ends) they are meant to achieve

means vs ends

3

Although controls can be designed to focus on relatively narrow aspects of an organization, managers must remember that corrective action should not only relate to the specific activity being controlled-but also to other interconnected units within the organization

perspective of organizational members

4

Employee morale tends to drop, and frustration builds because they feel they have no freedom to do a good job

employee frustration and morale

5

This barrier arises when management exerts too much control and becomes overly rigid

enployee frustration and morale

6

This barrier occurs when managers are burdened by the need to ensure that planned performance and actual performance are equivalent for both short-term and long term production quotas

long-term vs short-term production

7

Potential barriers to successful control:

— longterm vs shortterm production — employee frustration and morale — perspective of organizational members — means vs ends — filing of reports

8

Uses technology and feedback loops (such as automated systems) to regulate and optimize processes in real time

cybernetic control

9

Manages financial resources through budgeting, cost control, and financial analysis to maintain organizational stability

financial control

10

Relies on formal rules, procedures, and authority to guide performance, often seen in highly structured organizations

bureaucratic (top-down) control

11

Focuses on day-to-day operations and ensures that tasks are carried out efficiently within the framework of the organization's strategy

operational (tactical) control

12

Ensures the organization is moving in the right long-term direction by monitoring the implementation of strategies and making necessary adjustments

strategic control