WGU MGC1 Principles of Management

WGU MGC1 Principles of Management Leave the first rating Students also studied Terms in this set (157) Social SciencesPsychology Save Section 1.3 - Gestalt Psychology, Psy...Teacher 27 terms Aaron-Vallejo Preview Psychology Unit 0 Teacher 49 terms Michelle_Fonsino Preview Ch 12 Principles of Test selection an...65 terms lightningmcqueen226 Preview Intellig 10 terms kac AccountabilityThe expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance Coordination by mutual adjustmentUnits interact with one another to make accommodations in order to achieve flexible coordination Matrix organizationAn organization composed of dual reporting relationships in which some managers report to two superiors—a functional manager and a divisional manager Coordination by planInterdependent units are required to meet deadlines and objectives that contribute to a common goal.Interdependent units are required to meet deadlines and objectives that contribute to a common goal Functional organizationDepartmentalization around specialized activities such as production, marketing, and human resources.DelegationThe assignment of new or additional responsibilities to a subordinate DifferentiationAn aspect of the organization's internal environment created by job specialization and the division of labor.SpecializationA process in which different individuals and units perform different tasks Divisional organizationDepartmentalization that groups units around products, customers, or geographic regions.

A structure with fewer horizontal layers results in increased expenditure and wastage of time.

• True
• False

False When like functions are grouped, savings often result.

• True
• False

True Cross-unit coordination can lead to effective problem solutions.

• True
• False

True All of the following are true of effective delegation except

• raises the quality of subordinates.
• raises the quality of service subordinates provide to

coworkers.

• essentially gives the subordinate a less important job.
• leverages the manager's energy and talent.

C Which of these would you commonly associate with decentralization?

• More decisions made at higher levels.
• More valuable when departments have conflicting

goals.

• Often speeds decision making.
• Important decisions usually are made at the top.

C Identify the primary advantage of customer/regional approaches to departmentalization.

• Most flexible structure.
• Serves customers faster.
• Drastically reduces cost.
• Avoids duplication of activities

B Identify an advantage of the matrix structure.

• Reduced confusion as people do not have a single

superior.

• Discourages managers who share subordinates to

jockey for power.

• Everyone must be consulted for every decision.
• Can speed decisions and cut costs.

D _____ structure can improve cost, quality, service, speed, and innovation.

• Network organization
• Functional organization
• Divisional organization
• Matrix organization

A

An organization that seeks to maximize internal efficiency is

• mechanistic.
• network.
• organic.
• flexible factories.
• time-based.

A Which of these refers to economies in which materials and processes employed in one product can be used to make other, related products?

• Lean manufacturing
• Economies of scope
• Flexible factories
• Economies of scale
• Simultaneous engineering

B Carl's Coal recently announced that they would be eliminating 300 jobs in an effort to turn profitable and cope with competition. This action is referred to as

• simultaneous engineering.
• time-based competition.
• survivor's syndrome.
• reengineering.
• rightsizing.

E A key player in the strategic triangle is the

• supplier.
• distributor.
• freighter.
• corporation.
• alliance.

D Kaizen is also referred to as

• continuous improvement.
• simultaneous engineering.
• lean manufacturing.
• mass customization.
• economies of scope.

A Which of these is not a criterion for the Baldrige Award?

• Process management
• Strategic quality planning
• Knowledge management
• Workforce focus
• Followership

E

The principal idea of reengineering is to revolutionize key organizational systems and processes to answer the question,

• "How can we make minor organizational changes here

and there?"

• "If you were the customer, how would you like us to

operate?"

• "What do you think would affect productivity levels in

an operation like this?"

• "What is the most effective way for us to operate?"
• "How can we make major organizational changes cost

effectively?" B According to Woodward, technologies that produce goods and services in low volume are called ________ technologies.

• continuous process
• large batch
• small batch

D) CIM

E) JIT

C Notch, Inc. has manufacturing plants that have short production runs, are organized around products, and use decentralized scheduling. These plants can be described as

• simultaneous engineering.
• JIT operations.
• flexible factories.
• lean manufacturing.
• large batches.

C _____ is the movement of resources into the organization, and products from the organization to its customers.

• Lean manufacturing
• Logistics
• Simultaneous engineering
• JIT operations
• Rightsizing

B All of these concepts except _____ are included in JIT.

• increased cycle times
• elimination of waste
• perfect quality
• value-added manufacturing
• employee involvement

A