Chapter 1 Test Flashcards
(44 cards)
Management is defined as:
a.The process of allocating financial resources within an organization
b.The coordination of administrative tasks within a department
c.The implementation of marketing strategies to increase sales
d.The pursuit of organizational goals efficiently and effectively
d.The pursuit of organizational goals efficiently and effectively
Efficiency is defined as:
a. The ability to adapt to changing market trends
b.The process of creating new products
c. The management of financial resources
d. the means of attaining the organization’s goals
the means of attaining the organization’s goals
effectiveness is defined as:
The process of optimizing resource allocation
Regards the organization’s ends, the goals
The ability to respond to market changes
The implementation of marketing campaigns
regards the organization’s ends, the goals
What are the four functions of management?
Planning, Organizing, Leading, and Controlling
Budgeting, Communicating, Evaluating, and Supervising
Designing, Monitoring, Executing, and Analyzing
Negotiating, Delegating, Motivating, and Reviewing
Planning, Organizing, Leading, and Controlling
what are the tasks of a top manager?
a. Supervising daily operations, Implementing short-term plans, Managing frontline employees, and Solving routine problems
b.Conducting market research, Developing product prototypes, Implementing marketing campaigns, and Managing customer relationships
c. Making long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it
d. Analyzing financial statements, Allocating resources, Monitoring productivity, and Evaluating employee performance
Making long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it
what are the tasks of middle managers?
a. Implementing the policies and plans of the top managers above them and supervising and coordinating the activities of the first-line managers below them
b.Developing long-term strategies, Setting organizational goals, Leading strategic initiatives, and Evaluating market trends
c. Training new employees, Resolving conflicts between departments, Handling customer complaints, and Managing inventory
d. Analyzing financial data, Creating budgets, Tracking expenses, and Forecasting revenue
Implementing the policies and plans of the top managers above them and supervising and coordinating the activities of the first-line managers below them
what are the tasks of first-line managers?
Developing strategic plans, Setting organizational objectives, Allocating resources, and Evaluating performance metrics
Creating marketing campaigns, Conducting product research, Managing supplier relationships, and Analyzing customer feedback
Reviewing financial reports, Forecasting budget needs, Negotiating contracts, and Monitoring cash flow
Making short-term operating decisions, directing the daily tasks of non-managerial personnel
Making short-term operating decisions, directing the daily tasks of non-managerial personnel
technical skills are defined as
Interpersonal abilities required to work effectively in teams
Leadership qualities necessary to manage diverse teams
Consist of the job-specific knowledge needed to perform well in a specialized field
Problem-solving skills essential for addressing complex issues
Consist of the job-specific knowledge needed to perform well in a specialized field
conceptual skills are defined as
a. Technical expertise in a specialized field
b. Interpersonal communication abilities
c. Efficiency in completing tasks
d. The ability to think analytically, visualize an organization as a whole, and understand how the parts work together
The ability to think analytically, visualize an organization as a whole, and understand how the parts work together
soft skills are defined as
Technical abilities required for specific job tasks
Conceptual understanding of organizational strategies
Leadership qualities for guiding teams
Interpersonal “people” skills needed for success at all levels
Interpersonal “people” skills needed for success at all levels
What is scientific management?
Focuses on maximizing employee satisfaction and morale
Applies the scientific study of work methods to improving the productivity of individual workers
Emphasizes the use of technology to automate tasks
Aims to increase customer engagement and loyalty
Applies the scientific study of work methods to improving the productivity of individual workers
scientfic management has 4 principles:
Innovate, collaborate, measure, optimize
Plan, execute, review, adjust
Evaluate, carefully, give, use
Analyze, delegate, monitor, adjust
Evaluate, carefully, give, use
Scientific management examples:
a. Hospitals, hotels and fast-food restaurants
b. Schools, construction companies, and retail stores
c. Law firms, art galleries, and automotive repair shops
d. Museums, fitness centers, and travel agencies
Hospitals, hotels and fast-food restaurants
What is behaviorism?
a. Focuses on the study of animal behavior in laboratory settings.
b. Advocates for the use of punishment as a primary motivator in the workplace.
c. Emphasizes the importance of understanding human behavior and of motivating employees toward achievement.
d. Suggests that human behavior is primarily driven by unconscious desires and conflicts.
Emphasizes the importance of understanding human behavior and of motivating employees toward achievement.
What is the Hawthorne Effect?
a. A concept in organizational psychology that focuses on employee motivation through financial incentives.
b. A management theory that emphasizes strict supervision and control over employees.
c. The idea that employees work harder when they feel valued and cared for by their supervisors.
d. An economic principle related to supply and demand in labor markets.
The idea that employees work harder when they feel valued and cared for by their supervisors.
What did Mary Parker Follett believe?
a. Employees should have limited involvement in decision-making processes within organizations.
b. Organizations should be hierarchical with strict top-down control.
c. Employees had good ideas and should participate in decision-making processes, advocating for democratic organizations.
d. Managers should make all decisions independently without input from employees.
c. Employees had good ideas and should participate in decision-making processes, advocating for democratic organizations.
What were Mary Parker Follett’s most important ideas?
a. Organizations should operate as communities.
b. Conflicts should be resolved through open communication between managers and workers.
c. The work process should be under the control of workers.
d. All of the above.
All of the above.
What is quantitative management?
a. A management approach that focuses on qualitative analysis and subjective decision-making.
b. Using mathematical and statistical methods to make management decisions.
c. Managing operations without considering numerical data or analytical tools.
d. Relying solely on intuition and experience to guide management decisions.
b. Using mathematical and statistical methods to make management decisions.
What is management science?
a. A management approach that prioritizes intuition and subjective judgment in decision-making.
b. Using mathematical models and quantitative analysis to solve management problems.
c. A theory that emphasizes the importance of leadership skills in managing organizations.
d. Ignoring data and relying solely on past experiences to make decisions.
Using mathematical models and quantitative analysis to solve management problems.
What is operations management?
a. A management approach that prioritizes marketing and sales strategies.
b. The management of financial resources within an organization.
c. Focuses on managing the production and delivery of an organization’s products or services more effectively.
d. A theory that emphasizes employee motivation as the key to organizational success.
Focuses on managing the production and delivery of an organization’s products or services more effectively.
What is quality management?
a. A management approach that prioritizes cost-cutting measures over quality.
b. Emphasizes the importance of continuous quality improvement, training, and customer satisfaction.
c. Focuses solely on maximizing profits without regard for product or service quality.
d. A theory that disregards customer feedback and preferences.
b. Emphasizes the importance of continuous quality improvement, training, and customer satisfaction.
What is total quality management?
a. A management approach that focuses only on short-term profits.
b. A theory that disregards the importance of customer feedback and preferences.
c. Prioritizing quantity over quality in production processes.
d. A comprehensive approach to continuous quality improvement, training, and customer satisfaction, supported by top management throughout the organization.
d. A comprehensive approach to continuous quality improvement, training, and customer satisfaction, supported by top management throughout the organization.
What are the four components of total quality management?
a. Make, create, implement, achieve
b. Plan, execute, review, adjust
c. Make, get, listen, use
d. Assess, analyze, innovate, adapt
Make, get, listen, use
Where and who developed TQM?
a. TQM was developed in Germany at Volkswagen with two Japanese engineers.
b. TQM developed in Japan at Toyota with two American consultants
c. TQM was developed in the United States at Ford with two Japanese experts.
d. TQM was a collaborative effort between multiple international organizations.
b. TQM developed in Japan at Toyota with two American consultants
