40048939
Beschreibung
Karteikarten von Samuel Stuttard, aktualisiert vor 9 Tage
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Erstellt von Samuel Stuttard
vor 13 Tage
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| Frage | Antworten |
| BUSINESS ORGANIZATION | The legal structure of an architectural firm |
| OFFICE ORGANIZATION | The way the firm organizes to complete its work |
| ETHICAL STANDARDS | The accepted principles of correct professional conduct |
| HUMAN RESOURCES | The practices and legal responsibilities pertaining to employing others |
| BUSINESS DEVELOPMENT | The use of marketing and public relations to increase business |
| SOLE PROPRIETORSHIP | Any business owned by only an individual. |
| GENERAL PARTNERSHIP | Any business owned and managed by two or more people. |
| LIMITED PARTNER | Anyone who invests in a business and receives a portion of its profits, but is not involved in management |
| C CORPORATION | A company that exists apart from its members and is composed of stakeholders, directors, and officers |
| S CORPORATION | A corporation that passes its profits directly to its stakeholders, who then report the income only on their individual tax returns, avoiding corporate taxes |
| LIMITED LIABILITY COMPANY | A business whose members' liability is restricted only to their investment, thus protecting their personal assets |
| JOINT VENTURE | A temporary arrangement between two companies for the purpose of completing a project |
| TEAMING AGREEMENT (Memorandum of Understanding) | A written agreement outlining and defining the roles and responsibilities of team members in a joint venture. |
| STANDARD OF CARE | A legal concept defined as the level of skill and diligence that a reasonably prudent architect would exercise in the same community, in the same time frame, and given the same or similar facts and circumstances |
| DEPARTMENTAL ORGANIZATION (Horizontal Organization) (Flat Organization) | A form of business organization wherein the functions of the business are divided into specific groups and projects proceed from one group to the next |
| STUDIO ORGANIZATION (Vertical Organization) (Tall Organization) | A form of business organization wherein projects are assigned to a specific group and are completed within that group |
| OUTSOURCING | The practice of assigning certain tasks to outside firms or agencies whenever a firm is not capable of handling in it internally |
| SUPPORT STAFF | Any employee other than the licensed professionals and senior management |
| CERTIFICATE OF AUTHORIZATION | An license required in some states for an architecture firm (or any professional business) to operate |
| HEALTH | Any aspects of architecture that are beneficial to the users of the building or site or that address environmental concerns |
| SAFETY | Any aspects of architecture that are intended to limit or prevent accidental injuries or death among the users of a building or site |
| WELFARE | Any aspects of architecture that engender a positive emotional response, or provide equal access, to a building or site |
| AIA CODE OF ETHICS AND PROFESSIONAL CONDUCT | A document that lists the minimum standards of conduct, procedures for enforcement, and sanctions against AIA members who violate the standards |
| NCARB MODEL RULES FOR CONDUCT | A document that lists standards of conduct and good professional behavior that apply to both AIA members and non-members. Often legally enforceable. |
| HUMAN RESOURCE MANAGEMENT (Personnel Management) | Pertaining to hiring, compensating, managing, and terminating employees, along with any legal responsibilities regarding having employees |
| NON-COMPETE CLAUSE (Restrictive Covenant) | An agreement made at hiring that prohibits an former employee from setting up a business or working for a competing firm within a close distance and certain time-frame |
| EMPLOYMENT-AT-WILL | An employment situation wherein an employee works without a formal contract. Employees may quit at any time or any or no reason, and may be terminated at any time and for any or no reason. |
| JOB DESCRIPTIONS | A definition of responsibilities and duties of the person holding a specific position in a firm; may also list experience and qualifications for that position |
| COMPENSATION | Any kind of payment made to employees |
| FLEXTIME | A benefit that allows workers to set their own hours within certain limits |
| FLEXIBLE BENEFIT PACKAGES | Extra benefits, beyond those statutorily required, that are optional and into which employees may opt in or out as they see fit |
| OFFICE-SPONSORED EVENTS | Parties, social events, educational events, etc., that an office will host or encourage employees to attend to boost morale and promote team cohesion |
| FLOATING HOLIDAYS | Additional paid time off beyond typical PTO and holidays that employees may use at their discretion |
| SABBATICAL | Special time-off given for the purpose of study, travel, and/or rest that may be given every 3 to 5 years |
| FLEXIBLE DAYS OFF | Paid time-off that employees may use at their discretion |
| COMPENSATION ALTERNATIVES | Other forms of additional compensation that are not taxable and are optional for employees. Examples might be travel for seminars, day-care services, & group term life insurance |
| ANNUAL PERFORMANCE BONUSES | Additional compensation given yearly to reward productivity |
| PROFIT SHARING | Additional compensation given based on the success of a particular project |
| WELLNESS PROGRAMS | Additional programs beyond basic health insurance that promote healthy living, weight management, and cessation of bad habits. Firms may sponsor these as benefits to employees |
| COMPANY CARS | Employer provided transportation for long-distance travel, if necessary, to prevent wear and tear to personal vehicles |
| COMMUNITY INVOLVEMENT | Employer sponsored events or initiatives that promote good relations with and giving back to local communities |
| PROFESSIONAL DUES | Required annual or monthly payments to maintain membership in various professional societies. These may be paid by employers as a benefit to employees. |
| OFFICE AMENITIES | Additional small benefits such as snacks, music, coffee, etc., that can boost morale and make work more enjoyable |
| CONTINUING EDUCATION | Required additional and ongoing training in architecture-related topics, particularly in health, safety, and welfare. May be paid for or accommodated by firms as a benefit. |
| FAMILY OR CHILD LEAVE | Time off, either paid or unpaid, to allow young parents to give birth and care for newborns or to care for dying loved ones and mourn. |
| PERFORMANCE EVALUATION | A formal review given by an employer to assess each employee's performance. |
| INTERN | In architecture, anyone who is currently training to be an architect by acquiring AXP hours and/or taking the ARE exams |
| QUALITY CONTROL CIRCLE | A group of employees who meet regularly with their employer to assess problems and find solutions |
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