ES303 ASSESSMENT NO. 2 -NO.3

CHAPTER 3-4

Structure

The arrangement or framework of an organization, including its hierarchy and relationships between different departments or units.

Determine the plans needed

The process of identifying and deciding on the specific goals, objectives, and strategies that an organization should pursue.

Coordination

The act of bringing together different parts or elements of an organization to work in harmony towards a common goal.

Organizing

The process of arranging and allocating resources, tasks, and responsibilities within an organization to achieve its objectives.

Cole and Hamilton

Individuals mentioned in the paragraph, possibly relevant to the topic being discussed.

Strategic Planning

The process of setting long-term goals and defining the strategies and actions necessary to achieve them.

Matrix organization

A type of organizational structure where employees are grouped by both function and product/project, resulting in a dual reporting relationship.

Standard

A set of guidelines or criteria that serve as a benchmark for measuring performance or quality.

Functional organization

A type of organizational structure where employees are grouped by similar functions or areas of expertise.

Functional organization

A type of organizational structure where employees are grouped by similar functions or areas of expertise.

Product or market organization

A type of organizational structure where employees are grouped based on the products or markets they are responsible for.

Determining resources used

The process of identifying and allocating the necessary resources (such as manpower, materials, and finances) to accomplish organizational goals.

Programs

A set of coordinated activities or initiatives designed to achieve specific objectives within a defined timeframe.

Matrix organization

A type of organizational structure where employees are grouped by both function and product/project, resulting in a dual reporting relationship.

Programs

A set of coordinated activities or initiatives designed to achieve specific objectives within a defined timeframe.

Decision-making

The process of selecting the best course of action from available alternatives based on careful evaluation and analysis.

Management Planning

The process of defining goals, objectives, strategies, and actions to guide an organization's overall direction and performance.

Organizing

The process of arranging and allocating resources, tasks, and responsibilities within an organization to achieve its objectives.

Departmentation

The process of dividing an organization into different departments or units based on specific criteria such as function, product, or geography.

Product or market organization

A type of organizational structure where employees are grouped based on the products or markets they are responsible for.

Productivity Plan

A plan or strategy aimed at increasing the efficiency and effectiveness of an organization's operations and resources.

Structure

The arrangement or framework of an organization, including its hierarchy and relationships between different departments or units.

Strategy

A plan or approach designed to achieve long-term goals and objectives, often involving decisions about resource allocation and competitive positioning.

Matrix organization

A type of organizational structure where employees are grouped by both function and product/project, resulting in a dual reporting relationship.

Inability to plan

The lack of ability or capacity to effectively develop and implement plans for achieving organizational goals and objectives.

Path-goal Model

This leadership style stipulates that leadership can be made effective because leaders can influence subordinate's perceptions of their work goals, personal goals, and paths to goal attainment.

Employee oriented

It is a type of a leader where he considers employees as human beings of intrinsic importance and with individual and personal need to satisfy. 

Participative Leadership

It is a leadership style where a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods.

Creativity

It is a trait of an effective leader which refers to the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.

It is a management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.

Leading

Likes

A person will be highly motivated to perform if he is assigned a job he _________.

Self-esteem

 

All are factors contributing to motivation, except.

Esteem needs

According to Maslow's hierarchy of needs, this refer to the need for a positive self-image and self respect and the need to be respected by others.

Physiological needs

Those that are concerned with biological needs like food, drink, and rest fall under this category of the five basic needs according to Maslow.

Expectancy theory

The theory poses the idea that motivation is determined by expectancies and valences.

People have the same types of needs, goals, and desires.

Expectancy theory is based on the following assumptions, except one.

1.A combination of forces within the individual and in the environment determines behavior.

2.People make decisions about their own behavior and that of organizations.

3.People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desired outcome.

4.People have the same types of needs, goals, and desires.

Communication

This may happen between superior and subordinate, between peers, between a manager and a client or customer, between an employee and a government representative, etc.

Use single channel so that the accuracy of the information may be enhanced.

To eliminate problems due to noise, selective perception, and distraction, the following are recommended, except?

Personal barriers

Are hindrances to effective communication arising from a communicator's characteristics as a person, such as emotions, values, poor listening habits, sex, age, race, socioeconomic status, religion, education, etc.

Feedback

The last step in the communication process is for the
receiver to provide _______  to the sender.

Achieved

If the receiver knows the language and terminology used
in the message, successful decoding may be what?

Receiver

In the communication process, proper transmission is very important so the message sent will reach and hold the attention of the?

Develop an idea

The most important step in effective communication

Management games

It is a training method where trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.

Rating scale method

Appraisal method where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.

Monetary rewards

These are given to employees whose performance is at par or above standard requirements.

Separation

A staffing procedure which is either a voluntary or involuntary termination of an employee.?

Management by objectives method

A way to appraise performance where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member.

Application Blanks

It provides information about a person's characteristics such as age, marital status, address, educational background, experience, and special interests.

Selection

Refers to the act of choosing from those that are available, the individuals most likely to succeed on the job.

Programming

Which means translating the forecasted human resource needs to personnel objectives and goals.

STAFFING

The management function that determines human  resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.

PROMOTION

 

This refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition. 

POLICIES

 

A component of the organizational control system that refers to the framework within which the objectives must be pursued.

EXPECTANCY THEORY

It is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

LEADING

Is a management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals. 

CREATIVITY

 

It is a trait of an effective leader which refers to the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.

EFFICIENCY RATIOS

These ratios show how effectively certain assets   or liabilities are being used in the production of goods and services.

Participative

 

Is a leadership style where a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods.

DEBT TO TOTAL ASSET RATIO

DEBT TO TOTAL ASSET

DEBT TO TOTAL ASSETS

DEBT TO TOTAL ASSETS RATIO

 

This ratio shows how much of the firm's assets are financed by debt.

THE OPERATING BUDGET

OPERATING BUDGET

A component of organizational control system that indicates the expenditures, revenues, or profits planned for some future period regarding operations.

PROFITABILITY RATIO

PROFITABILITY

PROFITABILITY RATIOS

These ratios measure how much operating income or net income a company is able to generate in relation to its assets, owner's equity, and sales.

EMPLOYEE ORIENTED

Is a type of a leader where he considers employees as human beings of intrinsic importance and with individual and personal need to satisfy.

PATH-GOAL MODEL

PATH-GOAL

PATH-GOAL MODEL OF LEADERSHIP

This leadership style stipulates that leadership can be made effective because leaders can influence subordinate's perceptions of their work goals, personal goals, and paths to goal attainment.

PERFORMANCE APPRAISAL

A staffing procedure which is the measurement of employee performance. 

FEED FORWARD CONTROL / FEED FORWARD

A type of control that provides the assurance that the required human and nonhuman resources are in place before operations begin.

HUMAN SKILLS

Skills in leadership which refers to the ability of leader to deal with people, both inside and outside the organization?

Financial Ratio Analysis

It is a more elaborate approach used in controlling activities. Under this method, one account appearing in the financial statement is paired with another to constitute a ratio.

BALANCE SHEETS

It contains information about the company's assets, liabilities, and capital accounts.

MOTIVATING

Refers to the act of giving employees reasons or incentives to work to achieve organizational objectives?

ORAL COMMUNICATION

A type of communication that mostly involves bearing the words of the sender, although sometimes, opportunities are provided for seeing the sender's body movements, facial expression, gestures, and eye contact.

INCOME STATEMENTS

It contains information about the company's gross income, expenses, and profits.

Semantic Barriers

It refers to the interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as transmitted. 

PHYSICAL BARRIERS

A communication barrier that refer to interferences to effective communication occurring in the environment where the communication is undertaken?

ABRAHAM MASLOW

He is a psychologist that theorized on the human’s 5 basic needs. (COMPLETE NAME)