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study guide - chapter 9 through 12

by: Anna Notetaker

study guide - chapter 9 through 12 Mkt 3820

Marketplace > Middle Tennessee State University > Business > Mkt 3820 > study guide chapter 9 through 12
Anna Notetaker
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principles of marketing
Dr. Lucy Matthews
Study Guide
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This 6 page Study Guide was uploaded by Anna Notetaker on Monday November 2, 2015. The Study Guide belongs to Mkt 3820 at Middle Tennessee State University taught by Dr. Lucy Matthews in Fall 2015. Since its upload, it has received 65 views. For similar materials see principles of marketing in Business at Middle Tennessee State University.


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Date Created: 11/02/15
Principles of Management Prof. Lucy Matthews Definitions: 1.Compensation: the financial and nonfinancial rewards that organizations give employees in exchange for their work 2.360-degree feedback: a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves 3.Job evaluation: a process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it 1.Employee separation: the voluntary or involuntary loss of an employee 2.Commission: a compensation system in which employees earn a percentage of each sale they make 3.Organizational process: the collection of activities that transform inputs into outputs that customer’s value 4.Organizational structure: the vertical and horizontal configuration of departments, authority, and jobs within a company 5.Functional departmentalization: organizing work and workers into separate units responsible for particular business functions or areas of expertise 6.Departmentalization: subdividing work and workers into separate organizational units responsible for completing particular tasks 7.Customer departmentalization: organizing work and workers into separate units responsible for particular kinds of customers 8.Product departmentalization: organizing work and workers into separate units responsible for producing particular products or services 9.Matrix departmentalization: a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together 10. Geographic departmentalization: organizing work and workers into separate units responsible for doing business in particular geographic areas 11. Complex matrix: a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems 12. Simple matrix: a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources 13. Chain of command: the vertical line of authority that clarifies who reports to whom throughout the organization 14. Piecework: a compensation system in which employees are paid a set rate for each item they produce 15. Employee stock ownership plan (ESOP): a compensation system that awards employees shares of company stock in addition to their regular compensation 16. Profit sharing: a compensation system in which a company pays a percentage of its profits to employees in addition to their regular compensation 17. Wrongful discharge: a legal doctrine that requires employers to have job-related reasons to terminate employees 18. Stock options: a compensation system that gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price 19. Outplacement services: employment-counseling services offered to employees who are losing their jobs because of downsizing 20. Downsizing: the planned elimination of jobs in a company 21. Authority: the right to give commands, take action, and make decisions to achieve organizational objectives 22. Line authority: the right to command immediate subordinates in the chain of command 23. Unity of command: a management principle that workers should report to just one boss 24. Line function: an activity that contributes directly to creating or selling the company's products 25. Staff authority: the right to advise, but not command, others who are not subordinates in the chain of command 26. Delegation of authority: the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible 27. Staff function: an activity that does not contribute directly to creating or selling the company's products, but instead supports line activities 28. Decentralization: the location of a significant amount of authority in the lower levels of the organization 29. Centralization of authority: the location of most authority at the upper levels of the organization 30. Job design: the number, kind, and variety of tasks that individual workers perform in doing their jobs 31. Standardization: solving problems by consistently applying the same rules, procedures, and processes 32. Job rotation: periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills 33. Job specialization: a job composed of a small part of a larger task or process 34. Job enrichment: increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work 35. Job enlargement: increasing the number of different tasks that a worker performs within one particular job 36. Internal motivation: motivation that comes from the job itself rather than from outside rewards 37. Job characteristics model (JCM): an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes 38. Task identity: the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work 39. Skill variety: the number of different activities performed in a job 40. Autonomy: the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job 41. Task significance: the degree to which a job is perceived to have a substantial impact on others inside or outside the organization 42. Mechanistic organization: an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication 43. Feedback: the amount of information the job provides to workers about their work performance Questions: 1.What is a mechanistic organization? A form of organization that seeks to maximize internal efficiency. (based on Weber's bureaucratic organization). 2.What is a disadvantage of a mechanistic organization? It is relatively inflexible. 3.What advantage does an organic structure have that a mechanistic? Organic structures are more responsive. The more organic a firm is, the more responsive it will be to changing competitive demands and market realities. 4.What is a strategic alliance? A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals. Organizations in strategic alliances share administrative authority, form social links, and accept joint ownership. 5.TOPIC: Organizational size and agility True-or-False: Larger organizations are typically less organic and more bureaucratic. True.


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