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Chapter 1 & 2 Flashcards

1
Q

Getting work done through others is called?

A

Management

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2
Q

Getting work done with a minimum of effort, expense or waste is called?

A

Efficiency

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3
Q

Accomplishing tasks that help fulfill organizational objectives such as customer service & satisfaction is called?

A

Effectiveness

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4
Q

The four functions of Management?

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
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5
Q

Deciding WHERE decisions will be made, WHO will do what jobs and tasks, and who will work for whom.

A

Organizing

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6
Q

Inspiring and motivating workers to work hard to achieve organizational goals.

A

Leading

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7
Q

Monitoring progress toward goal achievement and taking corrective action when needed.

A

Controlling

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8
Q

Determining organizational goals and a means for achieving them.

A

Planning

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9
Q

Executives responsible for the overall direction of the organization.

A

Top Managers Responcibilities

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10
Q

3 Top Manager Jobs

A
  1. CEO
  2. CFO
  3. CIO
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11
Q

4 Responsibilities of Top Managers

A
  1. Change
  2. Commitment
  3. Culture
  4. Environment
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12
Q

Responsible for setting objectives consistent with top manager’s goals and for planning and implementing subunit strategies for achieving these objectives.

A

Middle Managers Responcibilities

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13
Q

4 Middle Manager Jobs

A
  1. General Manager
  2. Plant Manager
  3. Regional Manager
  4. Divisional Manager
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14
Q

5 Middle Manager Responcibilities

A
  1. Resources
  2. Objectives
  3. Coordination
  4. Subunit Performance
  5. Strategy Implementation
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15
Q

Train and Supervise the performance of non-managerial employees who are directly responsible for producing the companies products or services.

A

First-line Managers Responcibilities

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16
Q

3 First-line Manager Jobs

A
  1. Office Manager
  2. Shift Supervisor
  3. Department Manager
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17
Q

4 First-line Manager Responcibilities

A
  1. Nonmanagerial worker supervision
  2. Teaching and Training
  3. Scheduling
  4. Facilitation
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18
Q

Managers responsible for facilitating team activities toward goal accomplishment.

A

Team Leaders

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19
Q

3 Team Leader Jobs

A
  1. Team Leader
  2. Team Contact
  3. Group Facilitator
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20
Q

The interpersonal role managers play when they perform ceremonial duties.

A

Figurehead Role

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21
Q

The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.

A

Leader Role

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22
Q

The interpersonal role managers play when they deal with people outside their unit.

A

Liaison Role

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23
Q

The informational role managers play when they scan their environment for information.

A

Monitor Role

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24
Q

The informational role managers play when they share information with others in their-departments or companies.

A

Disseminator Role

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25
The informational role managers play when they share information with people outside their departments or companies.
Spokesperson Role
26
The decisional role managers play when they adapt themselves, their subordinates, and their units to change.
Entrepreneur Role
27
The decisional role managers play when they respond to severe pressure and problems that demand immediate action.
Disturbance Handler Role
28
The decisional role managers play when they decide who gets what resources and in what amounts.
Resource Allocator Role
29
The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.
Negotiator Role
30
The specialized procedures, techniques, and knowledge required to get the job done.
Technical Skills
31
The ability to work well with others.
Human Skills
32
The ability to see the organization as a whole, understand how the different parts effect each other, and recognize how the company fits into or is affected by its environment.
Conceptual Skills
33
An assessment of how enthusiastic employees are about managing the work of others.
Motivation to Manage
34
Thoroughly studying and testing different work methods to identify the best, most effective way to complete a job.
Scientific Management
35
When workers deliberately slow their pace or restrict their work output.
Soldiering
36
A group member whose work pace is significantly faster than the normal pace in his or her group.
Rate Buster
37
Four Principals of Scientific Management
1. Develop a Science for each element of a man's work. 2. Scientifically Select & Train 3. Ensure the men are following the Science. 4. Equal division of work between Managers/Workers.
38
Father of Scientific Management
Fredrick W. Taylor (1865-1915)
39
Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive.
Motion Study
40
Timing how long it takes good workers to complete each part of their jobs.
Time Study
41
A graphical chart that shows which tasks must be completed at which times in order to complete a project or task.
Gnatt Chart
42
The exercise of control on the basis of knowledge, expertise, or experience.
Bureaucracy
43
An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other parties desires and objectives.
Domination
44
An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict.
Compromise
45
An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets both needs.
Integrative Conflict Resolution
46
A system of consciously coordinating activities or forces created by two or more people.
Organization
47
Management that involves managing the daily production of goods and services.
Operations Manager
48
3 Operational Managers Jobs
1. Use Mathematical Ways to Increase Productivity 2. Improve Quality 3. Reduce Costs
49
Tools used by Operational Managers
1. Quality Control 2. Forecasting 3. Capacity Planning 4. Productivity Measurement & Improvement 5. Linear Programming 6. Scheduling Systems 7. Inventory Systems 8. Work Measurement Techniques 9. Project Management 10. Cost-Benefit Analysis
50
The amount and number of raw materials, parts, and finished products that a company has in its possession.
Inventory
51
What was the first technology to revolutionize the business use of information?
Paper and Printing Press
52
A set of interrelated elements or parts that function as a whole.
System
53
Smaller systems that operate within the context of a larger system.
Subsystem
54
When two or more subsystems working together can produce more than they can working apart.
Synergy
55
Systems that can sustain themselves without interacting with their environment.
Closed System
56
Systems that can sustain themselves only by interacting with their environment, on which they depend for their survival.
Open System
57
Holds that there are no universal management theories and that most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time or place.
Contingency Approach
58
What creates Leverage?
Management
59
3 Mintzberg's Managerial Roles
1. Interpersonal 2. Informational 3. Decisional
60
3 Interpersonal Roles
1. Figurehead 2. Leader 3. Liasion
61
3 Informational Roles
1. Monitor 2. Disseminator 3. Spokesperson
62
4 Decisional Roles
1. Entrprenuer 2. Disturbance Handler 3. Resouce Allocator 4. Negotiator
63
What do companies look for in Managers
1. Technical Skills 2. Human Skills 3. Conceptual Skills 4. Motivation to Manage
64
7 Management Practices of Top Performing Companies
1. Employee Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Org. Performance 5. Trained and Skilled Development 6. Reduction of Status Differences 7. Sharing Information
65
10 Mistakes Managers Make
1. Insensitive 2. Cold & Aloof 3. Betrayal of Trust 4. Overly Ambitious 5. Performance Problems 6. Over-Managing: Unable to Delegate or Build a Team 7. Unable to Staff Effectively 8. Unable to think Strategically 9. Unable to Adapt to a Boss with a different style. 10. Over-Dependent on Advocate or mentor.
66
The Control Process (3 Steps)
1. Set Standards to Achieve Goals. 2. Compare Actual Performance to Standards. 3. Make Changes and return to Performance & Standards.
67
4 Competitive Advantages through People
1. Sales Revenues 2. Profits 3. Customer Satisfaction 4. Stock Market Returns

Management (3 decks)

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