Chapter 1

Question 0

Management

Answer 0

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

Question 0

What do managers do?

Answer 0

1 set objectives 
2 organize 
3 motivate and communicate 
4 measure 
5 develop people

Question 1

Acceptance theory of authority

Answer 1

States that people have free will and can choose whether or not to follow management orders.

Question 2

1.) Set objectives

Answer 2

Establish goals for the group and decide what must be done to achieve them

Question 2

2.) Organize

Answer 2

Divide work into manageable activities and select people to accomplish tasks

Question 3

3.) Motivate and Communicate

Answer 3

Create teamwork via decisions on pay, promotions, etc. , and through communication.

Question 4

4.) Measure

Answer 4

Set targets and standards; appraise performance

Question 5

5.) Develop People

Answer 5

Recognize the value of employees and develop this critical organizational asset.

Question 6

4 management functions

Answer 6

Planning
Organizing
Leading
Controlling

Question 7

Planning

Answer 7

Select goals and ways to attain them

Question 8

Organizing

Answer 8

Assign responsibility for task accomplishment

Question 9

Leading

Answer 9

Use influence to motivate employees

Question 10

Controlling

Answer 10

Monitor activities and make corrections

Question 11

Organization

Answer 11

Social entity that is goal directed and deliberately structured

Question 12

Organizational effectiveness

Answer 12

Providing a product or service that customers value

Question 13

Organizational efficiency

Answer 13

The amount of resources used to achieve an organizational goal

Question 14

Management skills

Answer 14

Three categories: conceptual, human, technical

The application of management skills change as managers mover up the hierarchy

Question 15

Common management failures

Answer 15

• Not listening to customers
• Misinterpreting signals from market
• Not building teams
• Inability to execute strategies
• Fail to comprehend/adapt to change
• Poor communication/interpersonal skills

Question 16

role

Answer 16

Set of expectations for a managers behavior

Question 17

Three subcategories of the ten manager roles

Answer 17

Interpersonal

Decisional

Informational

Question 18

Interpersonal

Answer 18

Figured Head

Leader

Liaison

Question 19

Decisional

Answer 19

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Question 20

Informational

Answer 20

Monitor

Disseminator

Spokesperson

Question 21

From controller

Answer 21

To enabler

Question 22

From supervising individuals

Answer 22

To leading teams

Question 23

From conflict and competition

Answer 23

To conversation and collaboration

Question 24

From autocratic

Answer 24

To dispersed and empowering

Question 25

From maintaining stability

Answer 25

To mobilizing for change

Question 26

Social forces

Answer 26

Aspects of culture that guide and influence relationships among people

Question 27

Political forces

Answer 27

Influence of political and legal institutions on people and organizations

Question 28

Economic forces

Answer 28

The availability, production, and distribution of resources

Question 29

Classical perspective

Answer 29

Emerged during the nineteenth and early twentieth centuries. Large, complex organizations required new approaches to coordination and control

Question 30

Three subfield of the classical perspective

Answer 30

Scientific management Bureaucratic organizations Administrative principles

Question 31

Scientific management

Answer 31

Frederick Winslow Taylor Management decisions would be based on precise procedures based on study

Question 34

Bureaucracy

Answer 34

A system of administration distinguished by its (1) clear hierarchy of authority, (2) rigid division of labor, (3) written and inflexible rules, and (4) impersonal relationships.

Question 35

Bureaucratic organizations approach

Answer 35

A systematic approach developed in Europe that looked at the organization as a whole, a subfield within the classical perspective. Max weber, German theorist, introduced most of the concepts.

Question 36

Behavioral science approach

Answer 36

Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.

Question 37

Administrative principles approach

Answer 37

Subfield of the classical perspective that focuses on the total organization rather than the productivity of the individual worker. Major contributor to this approach was a French engineer named Henri Fayol.

Question 38

Five functions of management identified by administrative principles

Answer 38

``` Planning Organizing Commanding Coordinating Controlling ```

Question 39

Humanistic perspective

Answer 39

Mary Parker Follet & Chester Barnard Understand human behaviors, needs, and attitudes in the workplace Contrast to scientific management- importance of people rather than engineering techniques

Question 40

Empowerment

Answer 40

Facilitating rather than controlling

Question 41

Hawthorne studies

Answer 41

Human relations played key variable in increasing performance Employees performed better when managers treated them positively

Question 42

Human relations movement

Answer 42

Effective control comes from within the employee. Hawthorne studies

Question 43

Human resource perspective

Answer 43

From worker participation and considerate leadership to managing work performance Combine motivation with job design

Question 44

Maslow and mcgregor

Answer 44

Extended and challenged current theories: Maslows hierarchy Mcgregor theory x and y

Question 45

Behavioral science approach

Answer 45

Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting

Question 46

Organizational development

Answer 46

Field that uses behavioral sciences to improve organization

Question 47

Management science (aka quantitative perspective)

Answer 47

Use of mathematics and statistics to aid management decision making •enhanced development and perfection of the computer

Question 48

Operations management

Answer 48

Focuses on the physical production of goods and services

Question 49

Information technology

Answer 49

Focuses on technology and software to aid managers

Question 50

Quants

Answer 50

Financial managers who base their decisions on complex quantitative analysis

Question 51

System thinking

Answer 51

The ability to see the distinct elements of a situation as well as the complexities

Question 52

System

Answer 52

Set of interrelated parts that function as a whole to achieve a common purpose

Question 53

Subsystem

Answer 53

Parts of the system that are all interconnected

Question 54

Synergy

Answer 54

The whole is greater than the sum of its parts

Question 55

Contingency view of management

Answer 55

Organizational phenomena exists in logical patterns. Managers devise and apply similar responses to common types of problems.

Question 56

Total quality management

Answer 56

Strongly associated with Japan. Integrated high-quality values in every activity.

Question 57

Elements of quality management

Answer 57

Employee involvement Focus on the customer Benchmarking Continuous improvement

Question 58

Social media programs

Answer 58

Company online community pages, social media sites, microblogging platforms and online forums

Question 59

Customer relationship management

Answer 59

Technology used to build relationships with customers

Question 60

Outsourcing

Answer 60

Contracting functions it activities to other organizations to cut costs

Question 61

Supply chain management

Answer 61

Managing supplier and purchaser relationships to get goods to customers