Chapter 1: The World of Innovative Management Flashcards
(106 cards)
1
Q
the attainment of organizational goals in an effective and efficient manner
A
management
1
Q
The nature of management is to _______ and _________ others to cope with diverse and far-reaching challenges.
A
motivate; coordinate
2
Q
What are the 4 areas/main functions of management?
A
- Planning
- Organizing
- Leading
- Controlling Organizational Resources
3
Q
What are the 5 things that managers do?
A
- Set objectives (goals)
- Organize activities
- Motivate and communicate
- Measure performance
- Develop People
4
Q
Manager Z spends her time at the beginning of a project dividing work into manageable activities and selecting people to accomplish these tasks. This activity is part of which of a manager’s five tasks?
A
Organizing
5
Q
a social entity that is goal directed and deliberately structured.
A
organization
6
Q
providing a product or service that customers value.
A
organizational effectiveness
7
Q
the amount of resources used to achieve an organizational goal.
A
organizational efficiency
8
Q
the attainment of organizational goals by using resources in an efficient and effective manner.
A
high performance
9
Q
What are the 3 categories of management skills?
A
- Conceptual
- Human
- Technical
10
Q
T or F: The application of management skills changes as managers move up the hierarchy.
A
True
11
Q
For middle managers, list from most important to least important the management skills needed:
A
- Human skills
- Conceptual skills
- Technical skills
12
Q
For non-managers (individual contributors), list from most important to least important the management skills needed:
A
- Technical skills
- Human skills
- Conceptual skills
13
Q
Manager C is a middle manager in Corporation M. In her daily activities, her (human/conceptual) skills are required at a greater degree than her (human/conceptual) skills.
A
human; conceptual
14
Q
T or F: For middle managers, they need more human skills than technical skills.
A
True
15
Q
What are the 5 ways to develop conceptual skills?
A
- Experiment with new ways of ideating
- Ask thought provoking questions
- Push the envelope
- Think long-term
- Develop trust and stand back
16
Q
What are the 6 common management failures? Which is the most major reason why managers fail?
A
- Not listening to customers
- Misinterpreting signals from marketplace
- Not building teams
- Inability to execute strategies
- Failure to comprehend and adapt to change
- Poor communication and interpersonal skills
Most major reason: #6
17
Q
T or F: People who are promoted to manager have little idea what the job actually entails and receive little training.
A
True
18
Q
Becoming a manager is a transformation: from _______ to a ________.
A
doer to coordinator
19
Q
T or F: Many make the transformation to manager in a “trial by fire”
A
True
20
Q
Many new managers expect freedom to make changes but are hemmed in by ____________.
A
interdependencies
21
Q
T or F: Good time management skills are essential for managers.
A
True
22
Q
a set of expectations for a manager’s behavior.
A
role
23
Q
Every role undertaken by a manager accomplishes the functions as follows:
A
- Planning
- Organizing
- Leading
- Controlling
24
T or F: Manager roles are important to understand, but they are not discrete activities.
True
25
T or F: Management can be practiced as independent parts.
False; CANNOT
26
There are ten manager roles. What are the 3 categories that these roles are broken down into?
1. Informational (managing by info)
2. Interpersonal (managing through people)
3. Decisional (managing through action)
27
What are the 3 manager roles under the "Informational" category?
1. Monitor
2. Disseminator
3. Spokesperson
28
What manager role does this describe?
seek and receive information; scan Web, periodicals, reports; maintain personal contacts
monitor
29
What manager role does this describe?
forward information to other organization members; send memos and reports, make phone calls
disseminator
30
What manager role does this describe?
transmit information to outsiders through speeches, reports
spokesperson
31
What are the 3 manager roles under the "Interpersonal" category?
1. Figurehead
2. Leader
3. Liason
32
What manager role does this describe?
direct and motivate subordinates; train, counsel, and communicate with subordinates
Leader
33
What manager role does this describe?
maintain information links inside and outside the organization; use email, phone, meetings
liason
34
What manager role does this describe?
perform ceremonial and symbolic duties such as greeting visitors, signing legal documents
figurehead
35
What are the 4 manager roles under the "Decisional" category?
1. Entrepreneur
2. Disturbance Handler
3. Resource Allocator
4. Negotiator
36
What manager role does this describe?
decide who gets resources; schedule, budget, set priorities
resource allocator
37
What manager role does this describe?
initiate improvement projects; identify new ideas, delegate idea responsibility to others
entrepreneur
38
What manager role does this describe?
represent team or department’s interests; represent department during negotiation of budgets, union contracts, purchases
negotiator
39
What manager role does this describe?
take corrective action during conflicts or crises; resolve disputes among subordinates
disturbance handler
40
T or F: Some organizations operate with little or no hierarchy, and others have a more hierarchical structure.
True
41
Management philosophies and organizational forms change over time, yet _______ _______ form the backbone of management education.
historical concepts
42
nobody gives orders, and nobody takes them; accountability is to the customer and the team rather than to a manager.
the bossless workplace
43
employee ________ means that people are emotionally involved in their jobs and are satisfied with their work conditions, contribute to meeting goals, and feel a sense of belonging and commitment.
engagement
44
What are the 3 keys to a successful bossless organization?
1. Maintaining leadership within a bossless organization
2. Shifting your focus as a manager
3. Shifting your focus as a team member
45
What are the 8 management perspectives over time (start with oldest to most recent)?
1. Classical Perspective
2. Humanistic Perspective
3. Systems Thinking
4. Contingency View
5. Total Quality Management
6. Technology Driven Workplace (Big Data)
7. Social Business (social media)
8. People-Driven (Bossless) Workplace
46
What was the earliest focus of management and what did it focus on?
Classical Perspective; focused on the THINGS of production
47
T or F: By the 1920s and 30s, the needs and positive treatment of employees were discovered as another path to efficiency and profit.
Since then, there has been a struggle to balance “the things of production” vs. “the humanity of production”.
True
48
What are the 3 subfields of the Classical Perspective?
1. Scientific Management
2. Bureaucratic Organizations
3. Administrative Principles
49
Improve efficiency and labor productivity through scientific methods; management decisions would be based on precise procedures based on study.
Scientific Management
50
Who proposed that workers "could be retooled like machines"? What subfield of the Classical Perspective does this fall under?
Frederick Winslow Taylor; Scientific Management
51
Who developed the Gantt chart? What was its use?
Henry Gantt; used to measure and plan work (scientific management)
52
Who pioneered time and motion studies to promote efficiency?
The Gilbreths (scientific management)
53
Most of the concepts of bureaucratic organization were proposed by _____ _______. He envisioned that organizations would be managed on an ________, _________ basis.
Max Weber; impersonal, rational
54
For bureaucratic organizations, fill in the blanks:
- organization depends on ______ and ______.
- managers use _______ instead of _______ to delegate.
- rules; records
- power; personality
55
T or F: The term bureaucracy has taken on a positive meaning in today’s organizations, and the value of bureaucratic principles is still evident in many organizations.
false; it has taken on a NEGATIVE meaning
56
What principles focused on the entire organization?
administrative principles
57
Who was a major contributor to administrative principles (under the Classical Perspective)?
Henri Fayol, a mining engineer.
58
What are the 5 functions of management Henri Fayol identified?
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Controlling
59
Use of mathematics, statistics, and other quantitative techniques to aid management decision making and problem solving
management science (also referred to as quantitative perspective)
60
Management science was enhanced by the evolution of the _______.
computer
61
What are the 3 subsets of management science?
1. Operations Research
2. Operations Management
3. Information Technology
62
mathematical model building and other applications of quantitative techniques.
operations research
63
financial managers who base their decisions on complex quantitative analysis.
quants
64
focuses on the physical production of goods and services.
operations management
65
focuses on technology and software to aid managers.
information technology
66
What management perspective emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace, as well as social interactions and group processes?
Humanistic perspective
67
What are the 3 primary subfields of the humanistic perspective?
1. Human relations movement
2. Human resources perspective
3. Behavioral sciences approach
68
What subfield of the humanistic perspective does this describe?
Based on the idea that effective control comes from within the employee rather than from strict, authoritarian control.
human relations movement
69
Hawthorne studies provided research support for the human relations movement. What two things did they discover?
1. Human relations, not money, best explained increased output.
2. Employees performed better when managers treated them well.
70
What subfield of the humanistic perspective does this describe?
Maintained an interest in worker participation and considerate leadership but shifted the emphasis to considering the daily tasks that people perform.
Human resources perspective
71
Under the human resources perspective, who were two contributors who formulated things to understand this better? What did they formulate?
1. Abraham Maslow-- hierarchy of needs
2. Douglas McGregor-- Theory X and Theory Y
72
Maslow's hierarchy of needs started with _________ needs and progressed to safety, belongingness, esteem, and finally, _____ ________.
physiological; self-actualization
73
What subfield of the humanistic perspective does this describe?
Uses scientific methods and draws from sociology, psychology, anthropology, economics and other disciplines to develop theories about human behavior and interaction in an organizational setting.
behavioral sciences approach
74
One specific set of management techniques based in the behavioral sciences approach is _______ _______.
organization development (OD)
75
What are 4 strategies based on behavioral science?
1. Matrix organizations
2. Self-managed teams
3. Corporate culture
4. Management by wandering around
76
Who were early advocates (2) for the humanistic perspective?
1. Mary Parker Follett
2. Chester Barnard
77
Who stressed the importance of people rather than engineering techniques?
Mary Parker Follett
78
Who described the "informal organization" and the "acceptance theory of authority"?
Chester Barnard
79
What management perspective does this describe?
The ability to see the distinct elements of a situation as well as the complexities.
Systems Thinking
80
set of interrelated parts that function as a whole to achieve a common purpose.
system
81
parts of the system that are all interconnected.
subsystems
82
the whole is greater than the sum of its parts.
synergy
83
An important element of systems thinking is to discern ______ of ______.
circles of causality
84
What management perspective does this describe?
What works in one setting might not work in another.
Contingency View
85
means that one thing depends on other things.
- A manager’s response to a situation depends on identifying key _______ in an organizational situation.
contingency; contingencies
86
T or F: An example of contingency viewpoint is a manager facing a situation with an employee who regularly shows up late to work.
True
87
refers to technologies, skills, and processes for searching and examining massive, complex sets of data to uncover hidden patterns and correlations.
big data analytics
88
refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.
supply chain management
89
T or F: Small businesses are shrinking in importance.
False; small businesses are GROWING in importance
90
For small businesses:
- Inadequate management skills are a ______.
- The roles for small business managers ______.
- _________ must promote the business.
threat; differ; entrepreneurs
91
Nonprofits need _________ ______.
management talent
92
For nonprofits:
- Apply the four functions of management to make ______ _____.
- Focus more on keeping costs _____.
- Need to measure _______ like “improving public health”.
- Managers in nonprofit organizations must prioritize the needs of ________ ________.
social impact; low; intangibles; multiple stakeholders
93
Henri Fayol made 14 general rules of management, many of which are still used today including what four things?
1. Unity of Command
2. Division of Work
3. Unity of Direction
4. Scalar Chain
94
In the ______ ______ view, jobs should be designed so that tasks are not perceived as dehumanizing or demeaning but instead allow workers to use their full potential.
human resources
95
Who was credited with creating the modern study of management?
Peter Drucker
96
What are the 3 Pillars of Management?
1. Strategic Positioning
2. Organizational Design
3. Individual Leadership
97
What is the ultimate responsibility of managers?
achieve high performance
98
The classical perspective assumed a ___________ view.
universalist
99
The Forestville Freeze is regionally known for its employee training programs. Managers at the Freeze conduct research to determine the best candidate interviewing techniques. This involves the use of which management approach?
Behavioral sciences
100
Genex Dynamics is a ballistics company that uses the principles of unity of command, scalar chain, and division of work. These are part of which management approach?
Administrative principles
101
What idea did Douglas Mcregor develop that allows organizations to take advantage of the imagination and intellect of all their employees?
Theory Y
102
(Joint ventures/mergers) are becoming more popular as organizations strive to keep up with rapid technological advancements and compete in the global economy (to reduce risk)
Joint ventures
103
What were the 3 criticisms of the characteristics of scientific management?
1. didn't appreciate the social context of work and higher needs of workers
2. didn't acknowledge variance among individuals
3. regarded workers as uniformed and ignored their ideas and suggestions
104
What were the 3 contributions of the characteristics of scientific management?
1. Importance of compensation for performance
2. Initiated the careful study of tasks and jobs
3. Demonstrated importance of personnel selection and training
105
When shifting from an individual identity to a manager identity, you go from a ________ (performs specific tasks) to a ________ (coordinates diverse tasks).
specialist; generalist
