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Flashcards in Chapter 1 & 2 Deck (67):
1

Getting work done through others is called?

Management

2

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

Efficiency

3

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

Effectiveness

4

The four functions of Management?

1.Planning
2.Organizing
3.Leading
4.Controlling

5

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

Organizing

6

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

Leading

7

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

Controlling

8

Determining organizational goals and a means for achieving them.

Planning

9

Executives responsible for the overall direction of the organization.

Top Managers Responcibilities

10

3 Top Manager Jobs

1. CEO
2.CFO
3.CIO

11

4 Responsibilities of Top Managers

1. Change
2. Commitment
3.Culture
4.Environment

12

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

Middle Managers Responcibilities

13

4 Middle Manager Jobs

1. General Manager
2.Plant Manager
3.Regional Manager
4.Divisional Manager

14

5 Middle Manager Responcibilities

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

15

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

First-line Managers Responcibilities

16

3 First-line Manager Jobs

1.Office Manager
2.Shift Supervisor
3.Department Manager

17

4 First-line Manager Responcibilities

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

18

Managers responsible for facilitating team activities toward goal accomplishment.

Team Leaders

19

3 Team Leader Jobs

1.Team Leader
2.Team Contact
3.Group Facilitator

20

The interpersonal role managers play when they perform ceremonial duties.

Figurehead Role

21

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

Leader Role

22

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

Liaison Role

23

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

Monitor Role

24

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

Disseminator Role

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