Gms 200 Exams With Aswers Correct m m m m m
1. Intellectual capital: Collectivebrainpowerofaworkforcethatcanbeusedtocreatevalue
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2. Resource inputs: People, money, materials, technology, information
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3. Transformation process: Work activities turn resources into outputs m m m m m m m
4. Productoutputs: Finishedgoodsandservices m m m m m
5. Organizations: People working together to achieve a common purpose m m m m m m m m
6. Value creation: Whenanorganizationsoperationsaddvaluetotheoriginalcostofresourceinputs
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7. Specific (task) environment: Organizations,groups,peoplethatorganizationsinteractandconduct
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businesswith
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8. Examples ofspecific(task)environmentstakeholders: Customers,suppliers,competitors,
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regulators, investors, owners
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9. Competitive advantage: A core competency that sets an organization apart from competitors and gives it an
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advantage over them
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10. Examples of competitive advantages: Cost eflciency, higher quality, better delivery, greater
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flexibility
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11. Line managers: Responsible for work activities that directly attect organizations outputs
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12. Staff managers: Usetechnicalexpertisetoadviseandsupporttheettortsoflineworkers
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13. Functional managers: Responsibleforasingleareaofactivity m m m m m m m m
14. General managers: Responsibleformorecomplexunitsthatincludemanyfunctionalareas
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15. Administators: Workinpublicandnonprofitorganizations m m m m m m m
16. Accountibility: Requirement of one person to answer to a higher authority for relevant performance results
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17. Quality of worklife (QWL):Anindicatorofoverallqualityofhumanexperiencesintheworkplace
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18. Quality of worklife examples: Fairpay,safeworkingconditions,opportunitiestolearnandusenew skills,
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roomtogrowandprogressinacareer,protectionofindividualrights,prideinworkandtheorganization
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19. Four functions of management: Planning, organizing, leading, controlling
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20. Planning: Setting performance objectives and deciding how to achieve them
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21. Organizing: Arrangingtasks,people,andotherresourcestoaccomplishthework m m m m m m m m m m
22. Controlling: Measuringperformanceandtakingactiontoensuredesiredresults m m m m m m m m m
23. Leading: Inspiring people to work hard and achieve high performance
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, 24. Informational roles: How a manager exchanges and processes information
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25. Interpersonal roles: Howamanagerinteractswithotherpeople
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26. Decisional roles: Howamanagerusesinformationindecisionmaking
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27. Technical skill: Abilitytoapplyexpertisetoperformparticulartasks
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2/8
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1. Intellectual capital: Collectivebrainpowerofaworkforcethatcanbeusedtocreatevalue
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2. Resource inputs: People, money, materials, technology, information
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3. Transformation process: Work activities turn resources into outputs m m m m m m m
4. Productoutputs: Finishedgoodsandservices m m m m m
5. Organizations: People working together to achieve a common purpose m m m m m m m m
6. Value creation: Whenanorganizationsoperationsaddvaluetotheoriginalcostofresourceinputs
m m m m m m m m m m m m m m
7. Specific (task) environment: Organizations,groups,peoplethatorganizationsinteractandconduct
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businesswith
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8. Examples ofspecific(task)environmentstakeholders: Customers,suppliers,competitors,
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regulators, investors, owners
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9. Competitive advantage: A core competency that sets an organization apart from competitors and gives it an
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advantage over them
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10. Examples of competitive advantages: Cost eflciency, higher quality, better delivery, greater
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flexibility
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11. Line managers: Responsible for work activities that directly attect organizations outputs
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12. Staff managers: Usetechnicalexpertisetoadviseandsupporttheettortsoflineworkers
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13. Functional managers: Responsibleforasingleareaofactivity m m m m m m m m
14. General managers: Responsibleformorecomplexunitsthatincludemanyfunctionalareas
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15. Administators: Workinpublicandnonprofitorganizations m m m m m m m
16. Accountibility: Requirement of one person to answer to a higher authority for relevant performance results
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17. Quality of worklife (QWL):Anindicatorofoverallqualityofhumanexperiencesintheworkplace
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18. Quality of worklife examples: Fairpay,safeworkingconditions,opportunitiestolearnandusenew skills,
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roomtogrowandprogressinacareer,protectionofindividualrights,prideinworkandtheorganization
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19. Four functions of management: Planning, organizing, leading, controlling
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20. Planning: Setting performance objectives and deciding how to achieve them
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21. Organizing: Arrangingtasks,people,andotherresourcestoaccomplishthework m m m m m m m m m m
22. Controlling: Measuringperformanceandtakingactiontoensuredesiredresults m m m m m m m m m
23. Leading: Inspiring people to work hard and achieve high performance
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1/8 m m
, 24. Informational roles: How a manager exchanges and processes information
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25. Interpersonal roles: Howamanagerinteractswithotherpeople
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26. Decisional roles: Howamanagerusesinformationindecisionmaking
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27. Technical skill: Abilitytoapplyexpertisetoperformparticulartasks
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2/8
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