Introduction to Management and Organizational System Flashcards

1
Q

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, andcontrolling organizational resources.

A

Management

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2
Q

The definition of Management holds two different important ideas. What are those two important ideas?

A
  1. The four functions of planning, organizing, leading, and controlling
  2. The attainment of organizational goals in an effective and efficient manner
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3
Q

What are the four Functions of Management?

A

Planning
Organizing
Leading
Controlling

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4
Q

Means identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them.

A

Planning

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5
Q

Defines where the organization wants to be in the future and how to get there.

A

Planning

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6
Q

Involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.

A

Organizing

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7
Q

The use of influence to motivate employees to achieve organizational goals.

A

Leading

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8
Q

Creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level.

A

Leading

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9
Q

Means monitoring employees’ activities, determining whether the organization is on target toward its goals, and making corrections as necessary.

A

Controlling

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10
Q

Who and When:

System Theory

A

Ludwig von Bertalanffy
1901-1972

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11
Q

Encourages you to realize that your business is a system and is governed by the same laws and behaviors that affect every other biological organization.

A

System Theory

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12
Q

The tendency for a system to run down and die (a thing to be avoided in business).

A

Entropy

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13
Q

Concepts under the System Theory:

A

Entropy
Synergy
Subsystem

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14
Q

Working together, the parts can produce something greater than those same parts could produce on their own.

A

Synergy

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15
Q

The whole (your business) is built on subsystems, which themselves are built on yet more subsystems.

A

Subsystem

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16
Q

Who and When:

Principles of Administrative Management

A

Miner and Engineer Henri Fayol
1841-1925

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17
Q

A topdown approach to examining a business.

A

Principles of Administrative Management

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18
Q

He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team.

A

Principles of Administrative Management

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19
Q

Who and When:

Bureaucratic Management

A

Max Webber
1864-1920

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20
Q

Sociological approach; revolve around the importance of structuring your business in a hierarchical manner with clear rules and roles.

A

Bureaucratic Management

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21
Q

Who and When:

Scientific Management

A

Frederick Taylor
1856-1915

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22
Q

Promotes standardization, specialization, assignment based on ability, and extensive training and supervision. Only through those practices can a business achieve efficiency and productivity.

A

Scientific Management

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23
Q

This management theory attempts to find the optimal way to complete a given task, often at the expense of the employees’ humanity.

A

Scientific Management

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24
Q

Who and When:

Theory X and Y

A

Douglas McGregor
1906-1964

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25
Q

Posits that employees are apathetic or dislike
their work.

A

Theory X

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26
Q

Posits that employees are self-motivated, responsible, and want to take ownership of their work.

A

Theory Y

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27
Q

People under this principle are authoritarian and will micromanage everything because they don’t trust their employees.

A

Theory X

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28
Q

People under this principle include their employees in the decision-making process and encourage creativity at all levels.

A

Theory Y

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29
Q

Who and When:

Human Relations Theory

A

Elton Mayo
1880-1949

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30
Q

States that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions.

A

Human Relations Theory

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31
Q

A principle that is predicated on the idea that employees only have physical needs; focus solely on the economics of organizing workers.

A

Classical Management

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32
Q

Who and When:

Contingency Management

A

Fred Fiedler
1950 and 1960

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33
Q

Effective leadership was directly related to the traits the leader displayed in any given situation.

A

Contingency Management

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34
Q

Suggests that there is no one management approach that suits every situation and every organization.

A

Contingency Management

35
Q

Embraces the idea that people are complex. Their needs vary over time, and they possess a range of talents and skills that the business can develop through on-the-job training and other programs.

A

Modern Management

36
Q

Response to managerial efficiency, together experts from scientific disciplines to address staffing, materials, logistics, and systems issues.

A

Quantitative Management

37
Q

Three branches of Quantitative Management:

A
  • Management Sciences
  • Operations Management
  • Management Information System
38
Q

A system that is built on a succession of subsystems. In order for the business to run smoothly and efficiently, each subsystem must also work smoothly and efficiently within itself, but also with the other subsystems around it.

A

Organizations as Learning System

39
Q

Manager’s Roles and Attributes:

A

⚬ Coordinate resources in an effective and efficient manner to accomplish the organization’s goals.
⚬ Providing a product or service that customers value.
⚬ To achieve high performance, which is the attainment of organizational goals by using resources in an efficient and effective manner.

40
Q

The cognitive ability to see the organization as a whole system and the relationships among its parts.

A

Conceptual Skills

41
Q

Involves the manager’s thinking, information processing, and planning abilities.

A

Conceptual Skills

42
Q

Involves knowing where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment.

A

Conceptual Skills

43
Q

The manager’s ability to work with and through other people and to work effectively as a group member.

A

Human Skills

44
Q

Demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts.

A

Human Skills

45
Q

Allows subordinates to express themselves without fear of ridicule, encourages participation, and shows appreciation for employees’ efforts.

A

Human Skills

46
Q

The understanding of and proficiency in the performance of specific tasks.

A

Technical Skills

47
Q

Includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance.

A

Technical Skills

48
Q

Includes specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline.

A

Technical Skills

49
Q

At the top of the hierarchy and are responsible or the entire organization.

A

Top Managers

50
Q

Responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization.

A

Top Managers

51
Q

Responsible for communicating a shared vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company innovate and keep pace with rapid change.

A

Top Managers

52
Q

Middle levels of the organization and are responsible for business units and major departments.

A

Middle Managers

53
Q

They are responsible for implementing the overall strategies and policies defined by top managers.

A

Middle Managers

54
Q

Generally, are concerned with the near future rather than with long-range planning.

A

Middle Managers

55
Q

Responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.

A

Project Managers

56
Q

Responsible for departments that perform a single functional task and have employees with similar training and skills.

A

Functional Manager

57
Q

Directly responsible for the production of goods and services.

A

First Line Managers

58
Q

They are responsible for groups of non-management employees.

A

First Line Managers

59
Q

Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates.

A

First Line Managers

60
Q

Responsible for several departments that perform different functions.

A

General Managers

61
Q

Responsible for a self-contained division, and for all the functional departments within it.

A

General Managers

62
Q

A management tool whereby managers and employees work together to set and track objectives for a specific time period.

A

Management by Objectives (MBO Program)

63
Q

Objectives and plans cascade down the organization until every individual has specific objectives for the period.

A

Management by Objectives (MBO Program)

64
Q

Establish long-range company goals in such areas as sales, competitive positioning, human resource development.

A

Implementation of MBO Program

65
Q

Use these long-range plans to determine company-wide goals for the current year. Then the company goals can be broken down further into goals for different departments, and eventually into goals for individual employees.

A

Implementation of MBO Program

66
Q

It requires each employee to produce five to ten specific, measurable goals. In addition to a statement of the goal itself, each goal should be supported with a means of measurement and a series of steps toward completion. These goals should be proposed to the employee’s manager in writing, discussed, and approved.

A

Implementation of MBO Program

67
Q

Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.

A

Implementation of MBO Program

68
Q

Implementation of MBO Program:

A

⚬ Establish long-range company goals in such areas as sales, competitive positioning, human resource development.
⚬ Use these long-range plans to determine company-wide goals for the current year. Then the company goals can be broken down further into goals for different departments, and eventually into goals for individual employees.
⚬ It requires each employee to produce five to ten specific, measurable goals. In addition to a statement of the goal itself, each goal should be supported with a means of measurement and a series of steps toward completion. These goals should be proposed to the employee’s manager in writing, discussed, and approved.
⚬ Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.

69
Q

Discuss the Management by Objective Process:

A

Circular Diagram: Review Organizational Objectives, Set Employee Objectives, Monitor, Evaluate, Reward

70
Q

Advantages of MBO:

A
  • Continually driving the organization to move towards its strategic goals.
  • Everyone within the organization knows what they have to achieve during the period.
  • It helps employees understand how their targets contribute to organizational targets.
  • Employees who understand how and what they do contributes to the organization can be more motivated.
  • The model secures the commitment of employees to attaining the organizational goals.
  • As each employee understands how they uniquely contribute to the organization, employees feel crucial to proceedings, leading to increased loyalty.
  • Employees tend to have more commitment to goals that they themselves helped set.
71
Q

Continually driving the organization to move towards its strategic goals.

A

Advantages of MBO

72
Q

Everyone within the organization knows what they have to achieve during the period.

A

Advantages of MBO

73
Q

It helps employees understand how their targets contribute to organizational targets.

A

Advantages of MBO

74
Q

Employees who understand how what they do contributes to the organization can be more motivated.

A

Advantages of MBO

75
Q

The model secures the commitment of employees to attaining the organizational goals.

A

Advantages of MBO

76
Q

As each employee understands how they uniquely contribute to the organization, employees feel crucial to proceedings, leading to increased loyalty.

A

Advantages of MBO

77
Q

Employees tend to have more commitment to goals that they themselves helped set.

A

Advantages of MBO

78
Q

Disadvantages of MBO:

A
  • Developing targets can be time-consuming, leaving both managers and employees with less time to carry out their duties.
  • If not implemented with care, it can lead to poor teamwork between employees. This happens as each employee is only concerned with their targets, and not good teamwork
  • It can result in unnecessary office politics as employees fight to outshine each other.
  • It underemphasizes context. For example, it does not take the extent of senior management buy-in into consideration. It does not take into account the ability of lower-level teams to hit the objectives set.
  • Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.
79
Q

Developing targets can be time-consuming, leaving both managers and employees with less time to carry out their duties.

A

Disadvantages of MBO

80
Q

If not implemented with care, it can lead to poor teamwork between employees. This happens as each employee is only concerned with their targets, and not good teamwork.

A

Disadvantages of MBO

81
Q

It can result in unnecessary office politics as employees fight to outshine each other.

A

Disadvantages of MBO

82
Q

It underemphasizes context. For example, it does not take the extent of senior management buy-in into consideration. It does not take into account the ability of lower-level teams to hit the objectives set.

A

Disadvantages of MBO

83
Q

Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.

A

Disadvantages of MBO