The systems school of management thinks of organization as ___________ with interrelated subsystems that process various inputs to generate various outputs, pleasing users and customers as they do so.

The systems perspective of organizations provides a useful framework for examining the relationship between an organization and its ___________________.

An organization is best understood as a structured social system consisting of groups and individuals working together to meet some agreed-upon ________________.

Forces that directly influence conditions of organizations but are not part of the internal make-up are what comprise its ______________ environment.

L. von Bartalanffy called the systems which interact with their environments as _________________which take inputs from the environments, process them, and return outputs back into the environment.

Which of the following is composed of elements including the organization’s mission, vision, core values, core competencies, leadership, culture, climate, structure, and available resources that actually affect how every person and process inside the organization will perform and operate?

Which element in internal environment provides employees with a shared sense of purpose, opportunity, direction, significance and achievement?

Which element in an organization’s internal environment are fundamental principles that serve as baseline for actions and decision-making of employees in the organization’s intentions and interests?

Which element in the internal environment make up the strong value system that turns beliefs into standard?

It is the distinctive character brought about by the combination of all shared values, beliefs, philosophies, experiences, customs, and norms of behavior in a dynamic system called organization.

What is the internal emotional tone of the organization judging by how comfortable employees feel with one another and with the management sometimes referred as the atmosphere in the organization that either encourages or discourages communication?

It refers to the process of influencing others to set and achieve goals in an organization.

It is a force in the external environment that is attributed with the growth and development of business and the nation.

Which force in the external environment pose challenges to the processes and systems of every business owing to the changing trends and rapid developments observed in the field of communication, business, banking, education, medicine, security and many other aspects?

Which management level is responsible for planning tactical plans and objectives in the respective functional departments of an organization?

Which management level is responsible for cascading down the tactical plans into operational plans and objectives?

Which organizational outputs are intangible yet visible to the external environment and are often highly desirable to mature stakeholders?

Which of the organizational outputs is the outcome of offering product or service to the mass public and the efficient utilization of organizational resources that is usually visible to the internal environment guiding them whether to continue with processes or not?

What are the company’s expertise that evolve over time and enable it to achieve a distinctive advantage?

Which process enables the organization or its management to acquire information for decision-making?

It is the process of collecting information about the external environment to identify and analyze trends, thereby allowing management to determine the best response to any environmental change.

It pertains to the ability of an organization to learn from its experiences, and to perform according to changes in the environment.

The collective experiences, wisdom, knowledge, and expertise embedded in the personal skills, brain power, and learning of the employees actually comprise the organization's ____________________________________.

Vision, Mission and goals actually represent the desired ______________________ of an organization.

_____________ are formulated so that an organizational vision can be translated into doable targets for a specific period of time and for the different functional departments of an organization.