10. Management Flashcards

1
Q

Give two possible definitions of management.

A
  • Getting things done through other people
  • A social arrangement with a controlled performance of collective goals
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2
Q

What’s the difference between supervision, managers and leaders?

A

Supervision
- Giving employees instructions and monitoring their output.
Managers
- Focus on current processes and strategies
- Carry out administrative tasks potentially at a high level
- Do things right
Leaders
- Do the right things
- Focus on future direction and strategy of the business and managers
- Good leaders inspire people to follow rather than relying on power and authority

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3
Q

What is trait theory?

A

Early theory that you could spot a good manager through certain traits like intelligence, initiative, self assurance etc.

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4
Q

Is trait theory reliable?

A

No, was not good at predicting potentially good managers

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5
Q

Who developed classical management theory?

A

Henri Fayol

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6
Q

What are the five functions of managers described in Henri Fayol’s classical management theory?

A
  • Planning
  • Organizing
  • Commanding
  • Coordinating
  • Controlling
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7
Q

What is a flaw in Henri Fayol’s classical management theory?

A

Neglects social aspect of management such as inspiring, leading or motivating.

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8
Q

Is Henri Fayol’s classical management currently believed in?

A

In general, no

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9
Q

Who developed scientific management theory?

A

Frederick Taylor

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10
Q

What is the idea behind Taylor’s scientific management theory?

A
  • Mangers should study work, develop a science of work, and discover how jobs could be carried out more efficiently
  • Train, select and develop employees
  • Provide detailed instructions and supervision
  • Divide work equally between managers and workers
  • Leads to task specialisation and the classic production line
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11
Q

What is a criticism of Taylor’s scientific management theory?

A
  • Dehumanizes work
  • This was not intended, as it was hoped workers would earn more by working in a more efficient environment
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12
Q

What are benefits arising from Taylorism (Taylor’s scientific management theory)?

A
  • Increases productivity
  • Fair and higher wage based on output
  • Workforce care programs, as lack of care for workforce meant you had to waste money on additional recruitment and training
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13
Q

What is style theory?

A

A good manager has a good style of management

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14
Q

What did Drucker state are the three functions of management?

A
  • Manage a business
  • Manage other managers
  • Manage the workers and the work
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15
Q

What did Drucker state are the five categories of managerial activities?

A
  • Setting objectives
  • Motivating and communicating
  • Organizing the group
  • Measuring Performance
  • Developing people
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16
Q

What is the difference between Drucker and Fayol’s theories of management?

A

Drucker emphasized motivation and developing people

  • Personal development helps people feel they are achieving their potential
17
Q

Who developed managerial functions theory?

A

Mintzberg

18
Q

What are the three managerial functions described by Mintzberg?

A
  • Interpersonal roles
  • Information processing roles
  • Decisional roles
19
Q

What is power?

A

The ability to influence people or events?

20
Q

What gives people power?

A
  • Rational-legal (part of your contract implies you do what manager says if it’s legal)
  • Coercive power (use of force)
  • Reward power (offering promotion or wage increase)
  • Knowledge power (release specialist knowledge selectively)
  • Charismatic power (personality or charm)
21
Q

What is authority?

A

The right to exercise power

22
Q

What is responsibility?

A

When you are accountable for something

23
Q

What is delegation?

A

The transfer of authority

  • Note you cannot transfer responsibility
24
Q

Who is associated with trait theory?

A
  • Henry Fayol (Classical management)
  • Taylor (scientific management)
25
Q

Who is associated with style theories?

A
  • Drucker
  • Mintzberg (managerial functions)
  • Ashridge Management College Model
  • Blake and Mouton (managerial grid)