5000 Mid-term Flashcards
(121 cards)
1
Q
The process of working with people and resources to accomplish organizational goals
A
Management
2
Q
- Analyzing current situations, anticipating the future, determining objectives, deciding in what types of activities the company will engage
- Systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue
A
Planning
3
Q
assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals
specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources
A
Organizing
4
Q
stimulating people to be high performers
A
Leading
5
Q
monitoring performance and making needed changes.
A
Controlling
6
Q
Good managers devote adequate attention and resources to _______ management functions.
A
all four
7
Q
Lower-level managers who supervise the operational activities of the organization
A
Frontline managers
8
Q
The ability to perform a specialized task involving a particular method or process
A
Technical skill
9
Q
Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members.
A
Conceptual and decision skills
10
Q
Chinese practiced four management functions
A
1100 BC
11
Q
Greeks recognized management as separate art and advocated scientific approach
A
400 BC and 350 BC
12
Q
Throughout early history managers operated on mostly __________.
A
trial and error
13
Q
professes the body of management thought based on the belief that employees have only economical and physical needs and that the social needs & need for job satisfaction either does not exist or are unimportant. Accordingly it advocates high specialization of labor, centralized decision making & profit maximization
A
Classical Approach
14
Q
Is mainly concerned with the increasing the efficiency of workers and organizations based on management practices, which were an outcome of careful observation.
A
classical approach
15
Q
Name the 3 Classical Approaches
A
Scientific Management
Administrative Management
Bureaucratic Management
16
Q
Focuses on the “one best way” to do a job.
A
Scientific Management
17
Q
Focuses on the manager & basic managerial functions.
A
Administrative Management
18
Q
focuses on the guidelines for structuring with formalization of rules, procedures and a clear division of labor.
A
Bureaucratic Management
19
Q
FREDERICK W.TAYLOR (1856-1915)
ANALYSED MANAGEMENT SCIENTIFICALLY TO FIND OUT THE MOST EFFICTIVE WAY TO DO A JOB -
“ONE BEST WAY” TO DO THE JOB
A
Scientific Management Theory
20
Q
HENRI FAYOL (1841- 1925)
ANALYSED MANAGEMENT AS A UNIVERSAL PROCESS OF PLANNING,ORGANIZING, COMMANDING,COORDINATI-NG& CONTROLLING.
ALSO INTRODUCED FOURTEEN PRINCIPLES OF MANAGEMENT.
A
Administrative Management Theory
21
Q
__________’s THEORY OF SCIENTIFIC MANAGEMENT
A
Taylor
22
Q
__________’s ADMINISTRATIVE THEORY
A
Fayol
23
Q
__________’s THEORY OF BUREAUCRACY
A
Weber
24
Q
Scientific management especially uses __________ to conduct experiments in methods of work and production,
A
time-and-motion
25
The phenomenon of workers' purposely operating well below their capacity
Soldiering
26
Taylor's 4 Principles of Scientific Management
Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.
Cooperate with the workers to ensure that the scientifically developed methods are being followed.
Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
27
Followers of Taylor
FRANK B GILBRETH & LILLIAN M GILBRETH
28
_______ performed experiments that focused on specific motions, such as bricklaying experiments that resulted in a dramatic decrease in the number of motions required to lay bricks. The husband and wife team used motion picture technology to study the motions of the workers in some of their experiments.
Gilbreth
29
On the basis of their study and experiments frank give shape to 17 principles known as _______.
Therblig
30
___________’s scientific management techniques were expanded by automaker Henry Ford.
Taylor
31
The use of __________ often was a protested issue and led to a strike at one factory where "Taylorism" was being tested.
stopwatches
32
Despite its controversy, ________changed the way that work was done, and forms of it ________.
scientific management
| continue to be used today
33
Henri Fayol
Made three major contributions to the theory of Management:
- A clear distinction between technical and managerial skills
- Identified functions constituting the managerial process
- Developed principals of mangement
34
Processing production & operation
Technical
35
Buying, selling & exchange
Commercial
36
Optimum use of capital
Financial
37
Protection of asset and resources
Security
38
Ascertaining the financial position
Accounting
39
Optimum use of resources for optimum result
Managerial
40
Fayol’s Description of Management
```
Planning
Organizing
Commanding
Coordinating
Controlling
```
41
process of activities required to meet a goal.
Planning
42
making orderly determination & arrangement of a task.
Organizing
43
involves guiding, supervising, motivating & leading people for attainment of the time-oriented tasks.
Commanding (Directing)
44
bringing together the elements
Coordinating
45
having control over all of the aspects that contribute to meeting the goal.
Controlling (Directing)
46
Henri Fayol, developed a set of 14 principles
1. Division of Labour
2. . Authority and Responsibility
3. Discipline
4. Line of Authority
5. Centralization
6. Unity of Direction.
7. Unity of Command
8. Order
9. Initiative
10. Equity
11. Remuneration of Personnel
12. Stability of Tenure
13. General interest over individual interest
14. Esprit de corps
47
Max Weber
German theorist and sociologist.
Follower of General Administrative Theory proposed by Henry Fayol.
Introduced most of the concepts on Bureaucratic Organizations.
48
_______ envisioned Org. would be managed on an impersonal, rational basis. This form of Org. is known as ______.
Weber
| Bureaucracy
49
Characteristics of Bureaucracy Organization
Org. based on rational authority would be more efficient and adaptable to changes.
Employee selection and advancement is based on competence and technical qualification.
Org. relies on rules and regulations which are impersonal and applied uniformly to all employees.
Division of labor.
POSITIONS IN ORGANIZATION ARE ORGANIZED IN A HIERARCHY
MANAGERS DEPEND NOT ON PERSONALITY FOR SUCCESSFULLY GIVING ORDERS BUT ON LEGAL POWER INVESTED IN MANAGERIAL POSITION.
50
The Ideal Bureaucracy
- Division of labor
- Management & ownership is separate
- Decisions recorded in writing
- Selection based on technical qualification
- Positions organized in hierarchy
- Managers subject to rules & procedures
51
Management- Both art and science
- It is a science because it uses certain principles.
| - It is a art because it requires continuous practice and personal skill
52
Where does Leadership fall into play in the definition of management.?
Some say Leadership is influencing people and managing deals with resources.
53
Developed during the 1930s
Approach aimed at understanding how psychological and social processes interact with work situation to influence performance
Approach owes much to other schools of thought such as Gilbreths (Scientific Method) and Barnard and Follet (administrative management)
Emerged from research project that began as a scientific study.
Human Relations
54
Conducted between 1924-1932
Conducted at WESTERN ELECTRIC COMPANY, Chicago, USA
Conducted by,
Elton Mayo
White Head
Roethlisberger
Hawthorne Experiment
55
George Elton Mayo
He was an Australian Psychologist, Sociologist and Organization Theorist.
Lectured at University of Queensland before moving to the University of Pennsylvania
Spent most of his career at Harvard Business School and was the Professor of Industrial Research
Known as the founder of Human Relations Movement
Also known for his research including Hawthorne Studies
56
Fritz Roethlisberger
He was a Social Scientist and Management Theorist
He was also the Professor of Harvard Business School
57
Whitehead
He was the Industrial Worker
58
Illumination studies/Hawthorne Effect
Light intensity has no conclusive effect on output
| Productivity has a psychological component
59
Relay Assembly Room #2
Pay relevant to output but not the only factor
60
Chapters 2/3
Chapters 2/3
61
External environment
All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economy.
62
Competitive environment
The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like.
63
Macroenvironment
The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations.
64
In ___________ companies, managers may feel required to meet Wall Street’s earnings expectations.
publicly held
65
Managers may focus on _____ results at the expense of long-term success
short-term
66
Some managers may be tempted to engage in ___________ behavior that misleads investors
unethical or unlawful
67
Demographics
Measures of various characteristics of the people who make up groups or other social units
68
managing the network of facilities and people that obtain materials from outside the organization, transform them into products, and distribute them to customers
supply chain management
69
Lack of information needed to understand or predict the future.
environmental uncertainty
70
The process of comparing an organization’s practices and technologies with those of other companies.
benchmarking
71
The set of important assumptions about the organization and its goals and practices that members of the company share
organizational culture
72
Characteristics of Managerial Decisions
- Risk
- Uncertainty
- Lack of Structure
- Conflict
73
Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.
programmed decisions
74
New, novel, complex decisions having no proven answers.
non-programmed decisions
75
Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups.
conflict
76
Stages of Decision Making
- Identify/Evaluate problem
- Generate Solutions
- Evaluate Solutions
- Select Solution
- Implement Decision
- Evaluate Decision
77
Choosing an option that is acceptable, although not necessarily the best or perfect
satisficing
78
Achieving the best possible balance among several goals
optimizing
79
People’s belief that they can influence events, even when they have no control over what will happen
illusion of control
80
A decision bias influenced by the way in which a problem or decision alternative is phrased or presented.
Discount the Future
framing effects
81
Potential Problems of Using a Group
Groupthink
A phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensus
Goal displacement
A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges
82
Issue-based differences in perspectives or judgments.
Cognitive conflict
83
Emotional disagreement directed toward other people.
Affective conflict
84
A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.
Brainstorming
85
A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.
Planning
86
A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration.
Situational Analysis
87
A pattern of actions and resource allocations designed to achieve the organization’s goals
Strategy
88
A process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies.
Strategic Management
89
Groups and individuals who affect and are affected by the achievement of the organization’s mission, goals, and strategies
stakeholders
90
process of assessing how well one company’s basic functions and skills compare with those of another company or set of companies.
goal of benchmarking is to thoroughly understand the “best practices” of other firms and to undertake actions to achieve both better performance and lower costs
benchmarking
91
A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy.
SWOT Analysis
92
The system of rules that governs the ordering of values
Ethics
93
Situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong
Ethical issue
94
The moral principles and standards that guide behavior in the world of business.
Business ethics
95
Principles, rules, and values people use in deciding what is right or wrong
Moral philosophy
96
The ethical system stating that all people should uphold certain values that society needs to function.
Universalism
97
An ethical system defining acceptable behavior as that which maximizes consequences for the individual
Egoism
98
An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers.
Utilitarianism
99
Philosophy that bases ethical behavior on the opinions and behaviors of relevant other people
Relativism
100
Classification of people based on their level of moral judgment.
Virtue ethics
101
An act passed into law by Congress in 2002 to establish strict accounting and reporting rules in order to make senior managers more accountable and to improve and maintain investor confidence
Sarbanes-Oxley Act
102
realizing the issue has ethical implications
Moral awareness
103
knowing what actions are morally defensible
Moral judgment
104
the strength and persistence to act in accordance with your ethics despite the challenges
Moral character
105
Additional behaviors and activities that society finds desirable and that the values of the business support.
Philanthropic responsibilities
106
Contracting with an outside provider to produce one or more of an organization’s goods or services.
Outsourcing
107
Moving work to other countries.
Offshoring
108
Factors to Consider for Offshoring
What is the competitive advantage of the products they offer?
Is the business in its early stages?
Can production savings be achieved locally?
Can the entire supply chain be improved?
109
Europe is integrating _________ to form the biggest market in the world
economically
110
Certain structural issues within Europe need to be corrected for the ____to function effectively.
EU
111
An economic pact that combined the economies of the United States, Canada, and Mexico into the world’s largest trading bloc
North American Free Trade Agreement (NAFTA)
112
Brazil
Russia
India
China
BRIC--Will be wealthier than the current powers by 2050
113
the company sells limited rights to use its brand name to franchisees in return for a lump-sum payment and a share of the franchisee’s profits.
Franchising
114
Parent-company nationals who are sent to work at a foreign subsidiary
Expatriates
115
The tendency to judge others by the standards of one’s group or culture, which are seen as superior
Ethnocentrism
116
The disorientation and stress associated with being in a foreign environment.
Culture shock
117
the extent to which a society accepts the fact that power in organizations is distributed unequally
Power distance
118
the extent to which people act on their own or as a part of a group.
Individualism/ collectivism
119
the extent to which people in a society feel threatened by uncertain and ambiguous situations.
Uncertainty avoidance
120
the extent to which a society values quantity of life over quality of life
Masculinity/ femininity
121
A foreign national brought in to work at the parent company.
Inpatriate
