EMGN42E MIDTERMS
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1. ORGANIZING: • Management function which refers to "the
structuring of resources and activities to accomplish objectives
in an efficient and effective manner"
• Arrangement or relationship of positions within and
organization is called the "structure"; Which is the output of the
organizing process
2. DIVISION OF LABOR: > Determining the scope of work and
how it is combined in a job
3. DELEGATION OF AUTHORITY: > Process of assigning various
degrees of decision-making authority to subordinates
4. DEPARTMENTATION: > Grouping of related jobs, activities, or
processes into major organizational subunits
5. SPAN OF CONTROL: > The number of people who report
directly to a given manager
6. COORDINATION: > The linking of activities in the organization
that serves to achieve a common goal or objective
7. FORMAL ORGANIZATION: • Structure that details lines of
responsibilities, authority, and position
• Deliberate attempt to establish patterned relationships
among components that will meet the objectives effectively
8. ORGANIZATIONAL CHART: > Diagram of organization's official
positions and formal lines of authority
9. ORGANIZATIONAL MANUALS: > Provides written descriptions
of authority relationships, details the functions of major
organizational unit, and describe the job procedures
10. POLICY MANUALS: > Describes personnel activities and
company policies
11. FUNCTIONAL ORGANIZATION: > Everyone engaged in one
functional activity is grouped into one unit
> Very Effective in Small Firms (Single-Business Firms)
12. PRODUCT OR MARKET ORGANIZATION: > Organizations by
divisions that brings together all those involved with a certain
type of product or customer
> Appropriate for Large Corporations with many Product Lines
on Different Industries
13. MATRIX ORGANIZATION: > Employee reports to both a
functional or divisional manager and to a project or group
manager
> Designed to keep employees on a central pool to allocate
them to various projects
14. LINE AUTHORITY: > A manager's right to tell subordinates
what to do and then see that they do it
15. STAFF AUTHORITY: > A staff specialist's right to give advice to
a superior
16. FUNCTIONAL AUTHORITY: > A specialist's right to oversee
lower level personnel involved in that specialty, regardless of
where the personnel are in the organization
17. PERSONAL STAFF: > Individuals assigned to a specific
manager to provide the needed staff services
18. SPECIALIZED STAFF: > Individuals providing needed staff
services for the whole organization
19. COMMITTEES: • Created when specific formal groups cannot
meet expectations
• Formal group of persons formed for a specific purpose
• Best examples are Thesis Advisers and Defense Committee
• Very useful when certain concern is under consideration (ex.
Product Development), used to provide necessary line-up of
expertise needed to achieve certain objectives
20. AD-HOC COMMITTEE: > Created for a short term purpose
and have a limited life
> Example: Wedding Planners, Anniversary Festivities
21. STANDING COMMITTEE: > Relatively permanent committee
that deals with issues on an on-going basis
> Example: Grievance Committee, Canteen Committee
22. STAFFING: • Putting the right persons in various positions
within the area of concern
• Engineering managers assumes great responsibility in
assuring that the right persons are assigned to positions that fit
their qualifications
• "Management function that determines human resource
needs, recruits, selects, trains, and develops human resources
for jobs created by an organization"
23. TIME SERIES METHOD: - uses historical data to develop
forecasts of the future
24. EXPLANATORY OR NON-CAUSAL MODELS: - attempts to
identify the major variables that are related to or have caused
particular past conditions and then use current measures of
these variables to predict future conditions
25. MONITORING METHODS: - provides early warning signals of
significant changes in established patterns and relationship
that the engineering manager can assess the likely impact and
plan responses if required
26. RECRUITMENT: • Attracting qualified persons to apply for
vacant positions in the company
27. ENTRY LEVEL POSITIONS: - normally relies on social media,
internet, schools, advertising
28. EXPERIENCED POSITIONS: - Current employees, recruitment
firms, and competitors
29. SELECTION: • Act of choosing from those that are available
individuals that most likely to succeed on the job
• Purpose is to evaluate each candidate to pick the most suited
for the position available
• Simple or complex depending if the impact of wrong
selection to the organization is negligible
> Key Position (CEO, Managers, Technical Experts) would
require complex selection
> Rank and File (Operators, Construction Workers) would only
be simple and within hours, decision is reached
30. APPLICATION BANK: - provides information about a 48. IN-BASKET: - trainee is provided with a set of notes, messages,
person's characteristics (ex. Age, Marital Status, Address, calls, emails, and reports, all pertaining to a certain company
Educational Background, etc) situation.
- Used by evaluator to determine to proceed or not - Expectation is to handle the situation within a given period
31. REFERENCES: - statements from previous employers, co- 49. MANAGEMENT GAMES: - trainees are faced with a simulated
workers, teachers to provide vital information on the character situation and are required to make an on-going series of
of the applicant decision about the situation
32. INTERVIEWS: - asking a series of relevant questions to the 50. CASE STUDIES: - examining successful and unsuccessful
candidate operations.
33. TESTING: - evaluation of the future behavior or performance of - Emphasizes the "manager's world, improves communication
an individual skills, offers rewards of solving a mystery, and establish
concrete reference points for connecting theory with practice"
34. PSYCHOLOGICAL TESTS: - objective standard measure of a
sample behavior 51. ROLE PLAYING: - trainees are assigned roles to play in a given
case incident.
35. APTITUDE TEST: - measure a person's capacity or potential
- Provided with scripts given the problem and key persons to
ability to learn
deal with.
36. PERFORMANCE TEST: - measure a person's current
- The purpose is to improve the skills in human relations,
knowledge of the subject
supervision, and leadership
37. PERSONALITY TEST: - measure personality traits as 52. BEHAVIOR MODELING: - attempts to influence the trainee by
dominance, sociability, and conformity showing model persons behaving effectively in a problem
38. INTEREST TEST: - measure a person's interest in various fields situation.
of work - Trainee is expected to adapt the behavior of the model and
39. PHYSICAL EXAMINATION: - to assess the physical health of use it effectively later on
an applicant to assure that the health of the applicant is 53. SENSITIVITY TRAINING: - awareness and sensitivity to
adequate to meet the job requirements behavioral patterns of oneself and others are developed
40. INDUCTION: - employee is provided with necessary 54. TRANSACTIONAL ANALYSIS: - to help the trainee not only to
information about the company understand themselves and others but also improve their
> Duties and Responsibilities interpersonal communication skills.
> Benefits (Health Card, Retirement Benefits, Housing 55. ON-THE-JOB EXPERIENCE: - provides valuable opportunities
Allowance, etc) for the trainee to learn various skills while actually engaged in
> Filling up on required forms (Health Forms, Tax Forms, the performance of a job
Personnel Forms)
56. COACHING: - requires senior manager to assist low level
41. ORIENTATION: - employee is introduced to the immediate manager by teaching him the needed skills and generally
working environment and co-workers providing directions, advice and helpful criticism
42. TRAINING: - learning that is provided in order to improve -Coach should be skilled
performance on the present job. 57. UNDERSTUDY: - manager works for a higher level manager
43. TRAINING PROGRAMS FOR NON-MANAGERS: - Performed and participate in planning and other managerial functions
for specific increases in skill and knowledge to perform a until he is ready to assume such position.
particular job - Allowing the assistant to take over once in a while
44. ON-THE-JOB TRAINING (OJT): - trainee is placed in an actual 58. POSITION ROTATION: - manager is given assignments in
work situation under the direction of his immediate supervisor variety of departments.
45. VESTIBULE SCHOOL: - trainee is placed in a situation almost - Purpose is to expose him to different functions of the
exactly the same as the workplace where machines, materials, organizations
and time constraints are present 59. MULTIPLE MANAGEMENT: - Junior manager are provided with
46. APPRENTICE PROGRAM: - combination on OJT and means to prepare them for higher management position.
experiences with classroom instruction in particular subjects - Junior managers are provided with a senior level problem
are provided to trainees and have the liberty to discuss the issue and look at it in a
47. SPECIAL COURSES: - provides more emphasis on education broader perspective of the business than concentrating on
rather than training their specialized line of work
60. PERFORMANCE APPRAISAL: - Measurement of employee
performance
61. RATING SCALE METHOD: - each trait or characteristics to be rated is represented by a line or scale on which the rater indicates the
degree which the individual possesses
62. ESSAY METHOD: - evaluator composes statements that best describe the person evaluation
63. MANAGEMENT BY OBJECTIVES METHOD: - specific goals are set collaboratively for the organization as a whole.
- Individuals are then, evaluated on the basis of how well they have achieved the results specified by the goals
64. ASSESSMENT CENTER METHOD: - person is evaluated other than the immediate manager
65. CHECKLIST METHOD: - evaluator check statements on a list that are deemed to characterize an employee's behavior or performance
66. WORK STANDARDS: - evaluating based on the standards set (output).
- "Quota Based"
67. RANKING METHOD: - evaluator arranges employees in rank order from the best to the poorest
68. CRITICAL INCIDENT METHOD: - evaluator writes down specific (but critical) incidents that indicate the employee performance.
Critical incident occurs when employee behavior results to a success or failure
69. EMPLOYEE DECISIONS: - management does this after evaluation
70. MONETARY REWARDS: - given to employees whose performance is at par or above standard requirements. BONUS!!!
71. PROMOTION: - movement of person into position of higher pay and greater responsibilities
72. TRANSFER: - movement of person to a different job at the same level of responsibility in the organization.
- Performed to provide growth opportunities for the person involved or to get rid of poor performing employee
73. DEMOTION: - movement from one position to another which has less pay or responsibility attached to it
- Form of punishment
74. SEPARATION: • Either voluntary or involuntary termination of an employee
• If voluntary, management must find out the real reason, and apply corrective action if neccessary
• Involuntary separation (termination) is the last option that the management exercises when an employee's performance is poor or
when he/she is committed an act violating company rules and regulations