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Flashcards by Rebecca Strickland, updated more than 1 year ago
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| Question | Answer |
| What are the elements of a corporate culture? | Values- mission statement Symbols- logo and uniform Rituals, rites and celebrations- employee get together (Friday night drinks annual Christmas party) Hero's- employee of the month |
| How to develop a corporate culture? | Leading by example, rewarding behaviour, training, staff team-building exercises, change management style, uniform, suggestion box |
| Functional structure definition | Grouping employees together based on the function they perform (HR, marketing, etc). |
| Divisional structure definition | Grouping employees together based on the division they belong to (location, the product they produce, etc). |
| Matrix structure definition | Grouping employees together based on both the function they perform and the division they belong to (for example, reporting to both the marketing manager and the CBD branch manager.) |
| Advantages of a functional structure | - Clear pathways of promotion - Staff can become experts in their field thorough task specialisation - Efficient use of resources - Ability to develop as a team and enhance goal congruence |
| Disadvantages of a functional structure | - Departments can become inflexible - Departments can become narrow in their focus and move away from broader organisational goals - Managers can become more concerned about 'empire-building' - Hoarding of resources rather than 'sharing' excess resources |
| Advantages of divisional structure | - The direction of expertise at specific customers, products, regions and processes - The encouragement of cooperation between departments - Greater flexibility in adapting to environmental change |
| Disadvantages of divisional structure | - Departments can become inflexible - There's a potential to promote rivalry between the departments - Departments can become narrow in their focus and move away from broader organisational goals - Managers can become more concerned about 'empire-building' - Hoarding of resources rather than 'sharing' excess resources |
| Advantages of matrix structure | - Enhanced flexibility- operations can be altered quickly to suit circumstances - Decisions made more efficiently - Enhanced communication, cooperation and teamwork - Expertise allows for better problem solving |
| Disadvantage of matrix structures | - Confusion over chain of command - Decisions in one department can undermine line of authority in another department - Time - Expensive |
| Planning - definition and steps | Planning: This is the process of setting objectives and deciding on the process used to achieve them. S – Set objectives A – Analyse the market (using the SWOT analysis) D – Develop alternative strategies and agree to put one into action I – Implement a strategy M – Monitor the strategy – e.g. seeking feedback |
| Organising - definition and steps | This is the process management goes through when it attempts to arrange resources (such as staff) to match up with tasks, in order to achieve objectives. - Determining activities - Classifying and grouping - Delegating |
| Leading - definition and aspects | This occurs when managers seek to influence or motivate people in the organisation to work to achieve the organisation’s objectives. Three key skills: -Interpersonal- understanding needs and feelings of employees - Information- providing info to staff - Decision-making- making decisions when necessary |
| Controlling - definition and steps | This is the process management goes through when it attempts to evaluate performance, and takes corrective action to ensure objectives are being achieved. - Establishing standards - Measuring the performance of the company - Making the necessary changes |
| Policy steps | 1. Identify the need for a new or revised policy. 2. Research and analyse. 3. Develop a draft policy and seek feedback from stakeholders. 4. Revise policy. 5. Policy is approved and distributed. 6. Policy is monitored and evaluated/revised. |
| Problem solving steps | Identify problem and causes. Gather relevant information. Develop alternative solutions. Analyse the alternatives. Choose one and implement. Evaluate the situation. |
| Time Management | The ability to prioritize tasks, set deadlines, review progress and delegate. |
| Fixed- position layout - definition - advantages and disadvantages | Only used for manufacturing, and means the workers and materials are moved to and from the product. ADVANTAGES: Higher job satisfaction, easier for the manager to oversee the production process. DISADVANTAGES: Storage can become more difficult. |
| Product layout - definition - advantages and disadvantages | Only used in manufacturing, and deals with the mass volume production of goods using an assembly line. ADVANTAGES: Costs are reduced because of the use of technology, quality can be monitored, economies of scale are improved. DISADVANTAGES: Difficult and capital consuming to set up an assembly line, staff can become bored with repetitive tasks, one area having a problem means the whole production line needs to be shut down. |
| Process layout - definition - advantages and disadvantages | This can be used by both manufacturing and service organisations. Deals with high varieties of products by grouping together activities and equipment of a similar nature – producing a variety of products. ADVANTAGES: Work cells improve productivity, and the product that each cell is responsible for can be easily changed. DISADVANTAGES: Work can be monotonous for staff if they are only involved in one section of the process. |
| Materials Management definition | Strategy that manages the use, storage and delivery of materials to ensure that the right amounts of inputs are available when required in the operations system. |
| Materials Planning | Establishing a production plan. Includes master production scheduling (must be linked to delivery dates from suppliers), and materials requirement planning (itemized list of all materials). |
| Inventory control | Ensures that costs associated with inventory are minimized, through bar-coding, etc. ‘Just-In-Time’ approach: the right amount of materials arrive just when they are needed for production. |
| Supply chain management | Location in terms of distance to suppliers, whether or not they are ethically sound, etc. |
| Technology | One of the best ways for organisations to improve their competitiveness is to increase their efficiency by implementing new methods of technology within their business |
| Office technology | Database systems, video conferencing, mobile phones, etc. More often used in service organisations. |
| Customer relationship management | Systems organisations introduce to maintain customer contact, such as sending out emails about sales. |
| Robotics | Allows a degree of precision and accuracy unmatched by human labour. Can be used for repetitive, or dangerous tasks. |
| CAD/CAM | Computer Aided Design/Manufacture – usually used together, and are computerized tools that are used to help create or design something. Design time and effort is reduced using these. |
| Advantages of using technology | - Reduced costs (once everything has been set up). - Potential for staff to learn new skills in relation to operating machinery. - Increased economies of scale because there is less input required for larger amounts of output. |
| Disadvantages of technology | - If the technology breaks or won’t work, it can disrupt the entire organisation. - Very expensive to set up. - Potential for downsizing and large number of staff losing their jobs. |
| Quality control advantages | - Cheap quality strategy compared to quality assurance - Doesn't require a change in corporate culture or "the way things are done" - When done well, defects can be minimised and problems reduced |
| Disadvantages of quality control | - Considered old- fashioned method - There's a greater margin for error, or for defects to be missed - Lack of ownership for quality - General workers avoid responsibility for quality |
| Advantages of quality assurance | - External accreditation improves credibility of your product or service - all the work is done for you in terms of checklists for setting up quality standards - When done well, defects can be minimised and problems reduced |
| Disadvantages of quality assurance | - There is a cost involved to being certified by the ISO - If you do not maintain quality standards, your accreditation can be withdrawn which can lead to negative publicity |
| Advantages of total quality management | - the concept of quality gets embedded into corporate culture - There is reduced wastage due to continue improvement of the transformation process, improving profitability - Expensive accreditations and inspections are no longer needed |
| Disadvantages of total quality management | - When introducing this system, it may be necessary for staff to undergo extensive training, which may be costly in terms of both time and money - Employees may not always, participate in the process resulting in some defective products which are missed as there is not other quality checking system |
| QC and TQM similarities | - both involve setting performance standards to be achieved - both involve comparing actual performance with previous established criteria - both involve taking corrective action if necessary |
| QC and TQM differences | - TQM is organisation wide and employees take responsibility for identifying and fixing defects, QC involves specific points in the operations systems - there is greater employment involvement in TQM |
| QA and TQM similarities | - There is accountability throughout the organisation with both - Both involve setting performance strategies to be achieved - Both involve comparing actual performance with previously established criteria - Both involve taking corrective action |
| QA and TQM differences | - the accountability with QA is external, while the accountability with TQM is internal - TQM organisational motivation is about continuous improvement, where QA is about gaining and retaining external accreditation - there is greater employment involvement in TQM |
| QC and QA similarities | - both set specifications or benchmarks to be achieved - both compare actual performance to established criteria - both involve taking corrective action |
| QC and QA differences | - QC set standards internally, QA are set standards externally - QC checks are done internally, QA checks are done externally - QA an external assessor will work through a checklist to see whether an organisation meets ISO standards |
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