Domain III: Management of Food and Nutrition Programs and Services: Functions of Management Flashcards
(241 cards)
1
Q
What are examples of functions of management?
A
-Plan
-Organize
-Staff
-Direct
-Control/evaluate
2
Q
____ is the basic function of management
A
Planning
3
Q
____ are predetermined goals toward which management directs its efforts
A
Objectives
4
Q
Objectives serve as _____ and provide direction
A
Motivators
5
Q
_____ are general decision-making guides and boundaries within you must operate (ex: all customer complaints will be addressed within one day)
A
Policies
6
Q
_____ are chronological sequences of activities, specific guides for daily operations (ex: how to run the dish machine)
A
Procedures
7
Q
___ ____ or ____ planning covers a period of 1 year or less; usually the operating budget (projected in days, weeks, months)
A
Short range; operational
8
Q
Long-range planning plans for up to a ____ year cycle, focuses on goals and objectives
A
5
9
Q
Long-range planning requires a ___ ____ of long-range vision
A
Mission statement
10
Q
_____ planning makes decisions about intended future outcomes, and how success is measured and evaluated
A
Strategic
11
Q
There are broad technological and competitive aspects to strategic planning, it sets the ____ for the organization
A
Direction
12
Q
A ____ analysis may be done during strategic planning
A
SWOT
13
Q
Strategic planning assesses the environment ___ and ____ the organization
A
Inside and outside
14
Q
A ____ strategy targets specific, limited-sized market niche
A
Focus
15
Q
Examples of a strategic goal:
A
Decrease hospital length of stay
16
Q
A ____ ____ ____ involves a simulated emergency situation to test emergency plans
A
Table top drill
17
Q
To be most prepared for an emergency, what should be done?
A
-Personnel should be screened
-Addresses and phone numbers should be updated
-Employees should have ID badges
-Orientation session should be held
-Practice drills should be conducted
-Plan should be posted and updated
-Emergency numbers and warning signals should be listed
-Evacuation route should be posted
-OSHA and HAZMAT numbers posted
-Location of emergency doors, supplies, menu
-Water safety supplies
-Backup storage for computer records
18
Q
For procurement, receiving, and storage a ___ ___ ____ with vendors, lists of companies that supply foods, the name and ID of delivery persons; delivery routes, days, and times should be available
A
Memo of understanding
19
Q
Inspect loading dock for ____ materials
A
Suspicious
20
Q
What can be done to ensure security?
A
-Doors/windows locked when not in use
-Surveillance cameras on docks
-Security personnel
21
Q
What can be done to avoid an emergency when it comes to production and service of food?
A
-Safe food practices followed
-Issued foods checked
-Hands washed
-Authorized personnel prepare and serve food
22
Q
What is included in the organization and staffing function of management?
A
-Identify tasks and activities
-Divide tasks into positions
-Establish relationships among all other functions of management
23
Q
An ____ ____ shows how the employee fits into the organization; shows the relationship of positions and functions; depicts lines of authority shown with solid lines (chain of command)
A
Organizational chart
24
Q
The chain of command shows the command relationship from the ___ to the ___ level
A
Top; lowest
25
____ (staff) positions are shown with dotted lines on an organizational chart
Advisory
26
Advisory positions ____ and ____ the lines, but are not involved in day-to-day operations (Ex: consultant RD in a nursing home)
Advise and support
27
____ positions serve as both the line and the staff; has limited authority over a segment of activity because of specialized knowledge, units are defined by the nature of the work (the responsibility of purchasing may be given to a head of purchasing agent who oversees that function in all departments; efficient use of resources)
Functional
28
___ ___ ___ describes the number of individuals or departments under the direction of one individual
Span of control
29
With a ____ span of control, more levels are created and more managers are needed (needed with newly hired personnel)
Narrow
30
With a ____ span of control, there are fewer levels and fewer managers needed; used with highly trained and highly motivated workers
Wide
31
In conventional acute care facilities, staff should be budgeted for ____ minutes per meal or ___ meals per labor hour
17; 3.5
32
In extended care facilities, staff should complete ___ meals per labor hour
5
33
In a cafeteria, staff should produce ___ meals per labor hour
5.5
34
In school foodservice, staff should complete ___-___ meals per labor hour
13-15
35
When determining meals served, consider meal ____; if it takes as much time to produce 6 nourishments as it does 1 meal, then 6 nourishments are equal to in labor to 1 meal
Equivalents
36
Meal equivalents are a measure of ____ defined as the amount of all food sales divided by the average cost of a typical (prototype) meal
Productivity
37
A work schedule generally includes an 8-hour workday, a ____-minute lunch break, and one or two 15-minute breaks
30
38
The ____ schedule serves as the overall plan; includes days on and off, vacations; serves as the basis for developing the weekly schedule
Master
39
A ____ is a staffing pattern for a particular operation; defines positions and hours worked, number of days worked per week, and relief assignments
Shift
40
A ____ ____ is the time sequencing of events required to produce a meal; includes employee assignments and menu items as well as the quantity to prepare and the timing (what to do and when to do it)
Production schedule
41
The ____ full-time equivalent is the minimum number of employees needed to staff the facility; counts productive hours (hours actually worked)
Absolute
42
____ full-time equivalent takes into account the benefit days and days off
Adjusted
43
A full-time equivalent per day is labor hours worked during the day divided by ___ hours of normal workload
8
44
An FTE per week is labor hours worked during the week divided by ____ hours of normal workload
40
45
A FTE per year is labor hours worked during the year divided by ____ hours of normal workload
2080
46
When hiring ____ workers, approximately 1.55 employees are necessary for everyday coverage of full-time positions
Relief
47
Full-time employees generally are available, on average, ____ days per year because of off days and benefit days
236
48
To determine the actual number of employees needed, multiply the number of full-time positions by ____ (129/236) to get the number of relief workers needed to cover 365 days per year
0.55
49
Employees + relief employees = ...
Total number of employees
50
Hospital food services positions cover a 7-day week; employees work 5 days and have 2 days off; a relief worker covers those ___ days off and can also work a 5-day week; so a relief worker can cover the "days off" of 2.5 full-time workers each week
2
51
____ is the efficiency with which a production or service activity converts inputs into outputs, expressed as ratios
Productivity
52
Inputs, or resources, are things like...
-Labor
-Money
-Materials
-Facilities
-Energy
53
Outputs, or units of services, are things like...
-Meals
-Patient days
-Consults
54
Examples of productivity ratios:
-Labor minutes worked per day
-Trays per minute
-Consults per labor hour
55
To increase the productivity, ____ the output or ____ the input
Increase; decrease
56
Work ____ procedures increase productivity and decrease costs
Simplification
57
The purpose of work simplification procedures is to eliminate ___ parts of the job and those that add no value
Unnecessary
58
Work simplification looks at the ____ parts of the job (hand movements, steps taken)
Smallest
59
___ ___ is a simplification procedure that works to reduce motions and time required; use shortest and straightest routes to move materials; movement should be simultaneous, symmetrical, natural, rhythmic, and habitual
Motion economy
60
____ ___ is a simplification procedure that observes random samples (intermittent observations) to determine the percentage of time working or idle
Occurrence sampling
61
A pathway chart or ___ diagram is a simplification procedure that is a scale drawing that shows the path of a worker during a process
Flow
62
____ charts are another simplification procedure that shows the movement of hands; reduced transportation and re-plan work areas; use both hands simultaneously and effectively
Operation
63
____ charts show the steps involved in a process using symbols
Process
64
____ charts show the efficiency of equipment placement, study work motions, and show the number of movements between pieces of equipment
Cross
65
With ____, the manager leads
Directing
66
Directing involves ____, which links activities of various departments within the organization
Coordination
67
Directing also involves ____, which is the distribution of work to qualified people
Delegation
68
A manager must...
-Have a clear understanding of what they want done
-Give specific instructions
-Motivate
-Provide training
-Require complete work
-Establish adequate controls
69
A barrier to delegation is a manager ____ to delegate; managers may feel they can do better themselves, feel a loss of power, may be too disorganized to plan ahead, or have lack of confidence in subordinates
Reluctance
70
Delegate duties to the ____ competent level
Lowest
71
____ is the process of transmitting and receiving information to bring about a desired action
Communication
72
____ (response) tells you if the correct message has been conveyed
Feedback
73
Barriers to effective communication:
-Words not understood correctly
-Poor voice quality
-illegible handwriting
74
____ skills are essential are the most critical part of communication
Listening
75
____ communication comes from the department head down through the ranks of workers (chain of command)
Downward
76
Examples of downward communication:
-Procedure manuals
-Policy statement
77
____ communication comes from the workers up to the department head
Upward
78
Examples of upward communication:
-Open-door policy
-Suggestion boxes
-Grievance procedures
79
Upward communication provides employees an opportunity to have a ___ in what happens; management needs to receive vital information from lower levels
Say
80
_____ communication is between departments (like nutrition and nursing) or between production and service within the nutrition department
Horizontal
81
____ communication minimizes time and effort expended in organizations; it is communication between functions diagonally placed (Ex: ordering clerk in foodservice sends requires directly to the purchasing department, not through food service channel)
Diagonal
82
_____ channels of communication (through the grapevine) meet social needs of a group
Informal
83
Motivational theories and strategies supply a personal ____ for the worker
Incentive
84
___ ____ ___ ____ explains determinants of behavior, motivated by the desire to satisfy specific needs
Maslow's Hierarchy of Needs
85
What are the basic needs, as explained by Maslow's Hierarchy of Needs?
-Physiological (survival needs): food clothing shelter, pay, benefits, working conditions, schedule
-Security and safety: insurance, retirement plans, job security
86
What are the higher human needs (motivators), as explained by Maslow's Hierarchy of Needs?
-Social (organized activities): belonging, acceptance, affiliation
-Self-esteem: job title, praise, rewards, promotions, recognition
-Self-realization (self-actualization, realizing your potential growth using creative talents): advanced training, job enrichment
87
When ____ needs are met, then the higher needs become ____
Basic; motivators
88
Herzberg's two-factor theory is the ____ and ____ approach
Motivation and maintenance
89
In Herzberg's two-factor theory, maintenance represents _____ factors (satisfiers, dissatisfiers)
Hygeine
90
If hygiene factors are present and perceived as good, they are ____
Satisfiers
91
If hygiene factors are lacking or perceived as negative, they are ____ and will interfere with work
Dissatisfiers
92
The Herzberg two-factor theory states that maintenance (hygiene) factors do not produce ____, but they can prevent it from occurring
Motivation
93
What are examples of maintenance (hygiene) factors as defined by Herzberg's two-factor theory?
-Fair wage
-Insurance
-Retirement benefit
-Supervision
-Schedule
-Working conditions
-Interpersonal relationships on the job
94
Maintenance (hygiene) factors as defined by Herzberg's two-factor theory maintain ____ level of need satisfaction
Minimal
95
Motivation factors as defined by Herzberg's two-factor theory call forth ____ and ___ (job enrichment)
Energy and enthusiasm
96
What are examples of motivation factors as defined by Herzberg's two-factor theory?
-Achievement
-Personal accomplishment
-Recognition
-Responsibility
-Participation in decision making
-Opportunity to grow and advance
97
McClelland's theory suggests that all people have what three needs?
-The need to achieve
-The need for power
-The need for affiliation
98
McClelland's theory states that the achievement motive is a desire to do something ___ or more ____
Better; efficiently
99
People with the achievement need tend to gravitate towards ___ and ____ positions
Sales; management
100
Those with the achievement need are ____ oriented and can manage themselves
Task
101
McClelland's theory states that the need for affiliation is the desire to be ____ by others; tend to join groups
Liked
102
McClelland's theory states that those with a need for power enjoy ____ and seek confrontation
Competition
103
MacGregor's theory states that the attitude of the ___ toward ____ has an impact on job performance (based on the manager's assumptions as to how employees view work)
Manager; employee
104
MacGregor's theory X states that people inherently ____ work and will avoid it if possible; authoritative and work-centered management
Dislike
105
MacGregor's theory X states that workers prefer to be controlled and directed by ____ and are motivated by ____
Power; fear
106
MacGregor's theory X states is negative and ____
Autocratic
107
MacGregor's theory Y states that work is as natural as ___ or ___
Play or rest
108
MacGregor's theory Y states that management should arrange conditions so that workers can achieve ___ by directing their own efforts
Goals
109
MacGregor's theory Y states is positive and ____
Participative
110
The ____ studies were conducted at Western Electric by Elton Mayo
Hawthorne
111
The Hawthorne studies showed that if you involve people in the process, they become more ____
Productive
112
The Hawthorne studies show that productivity is due to...
-Special attention given to employees
-Employees were involved in an interesting experience
-Employees were well-treated by their supervisors
113
The Hawthorne studies also showed that ____ from work increased productivity
Breaks
114
The Hawthorne studies confirmed the ____ effect, where special attention improves behavior
Placebo
115
The ____ theory is by Beer and Vroom
Expectancy
116
The Expectancy theory states that rewards serve as ____ only under certain conditions
Motivators
117
The Expectancy theory also states that employees must belive that ___ ___ leads to certain rewards
Effective performance
118
The Expectancy theory also states that employees must feel that rewards offered are ___
Attactive
119
The ___-___ Theory focuses on a leader's effect on an employee's motivation to perform; motivation to behave in a particular manner is the result of an expectation that a behavior will result in a particular goal and how strongly a personal desires the goal (do they value the reward offered?)
Path-goal
120
Effective ____ accept that change should and will occur and work with others in order to facilitate the place and outcome of change
Leaders
121
What are leadership styles, listed in decreasing order of control?
-Autocratic
-Consultative
-Bureaucratic
-Participative
-Democratic
-Free rein
122
An ____ leader demands obedience, has the most control, and is in full responsibility; crisis control
Autocratic
123
A ____ leader asks for input, but makes major decisions alone
Consultative
124
A ____ leader goes by the book and follows procedure to the letter
Bureaucratic
125
A _____ leader encourages workers to participate in decision-making; uses quality circles: small group of employees who meet regularly to identify and solve problems; this type of leadership is an emerging trend in management
Participative
126
A _____ leader guides and encourages the group to make decisions
Democratic
127
A ___ ___ (laissez-faire) has the lead control and allows the group to make decisions
Free rein
128
The Leadership ____ was developed by Blake and Mouton
Grid
129
The Leadership Grid plots leader's concern for ____ (employees) vs their concern for ____ on a scale of 1 to 9 (1 being low concern, 9 being high)
People; production
130
Blake and Mouton define a leadership grid ratio of 1 (production), 9 (people) as ___ ___ management
Country club management
131
Country Club management is ____-centered
Employee
132
Blake and Mouton's Country Club management says that management seeks ___ and ____; creates comfortable and friendly atmosphere
Approval and acceptance
133
Blake and Mouton define a leadership grid ratio of 9 (production) and 9 (people) as ____ management
Team
134
Team management style shows high concern for people and production; they have common ___ in purpose
Stake
135
Blake and Mouton define leadership styles that have a leadership grid ratio of 5 (production) and 5 (people) as...
Middle of the road management
136
Blake and Mouton define leadership style with a leadership grid ratio of 1 (production) and 1 (people) as ____ management
Impoverished
137
Leaders that exhibit impoverished leadership styles exert ____ effort to get work done
Minimal
138
Impoverished leaders have a desire to hand on, but are ____; they have low concern for people and production
Indifferent
139
Blake and Mouton define a leadership style with a leadership grid ratio of 9 (production) and 1 (people) as...
Authority, obedience, autocratic
140
Leaders who exhibit authority, obedience, and autocratic management styles focus on ___ and managing tasks; show domination, mastery, and control; view people as commodities like machines
Production
141
Likert developed a system for the management of ____
Conflict
142
Likert explained that there are four basic systems of organizational leadership, which are...
-Exploitative, autocratic
-Benevolent, autocratic
-Consultative
-Participative
143
The exploitative, autocratic system of organizational leadership is ___-centered; the leader makes all of the decisions
Job
144
The benevolent, autocratic system of organizational leadership is also job-centered; minor decisions are made by ____
Workers
145
The consultative system of organizational leadership is ___-centered; gain some confidence
Employee
146
The participative system of organizational leadership is is also employee-centered; employees have ____ and ____
Trust and resposibility
147
The ____ system of organizational leadership is the most effective; employees worked under general supervision, the boss delegated authority, and it was employee-oriented; decision-making was spread evenly throughout the organization; full involvement of employees in setting goals and making job-related decisions
Participative
148
The ____ principle may promote someone to a level of incompetence
Peter
149
____ and ____ leadership responds to the external environment; methods that are highly effective in one situation may not work in another, results differ because situations differ; management must identify which techniques will work in a particular situation at a particular time
Contingency and situational
150
Tanenbaum and Schmidt developed the Leadership ____
Continuum
151
The leadership continuum is a range of possible leadership ___; each type is related to the degree of authority used by the manager and the amount of freedom available to subordinates in reaching decisions
Behaviors
152
A manager may use a variety of approaches as the situation requires; a manager who generally involves others in making decisions must take charge in a crisis; examples of behaviors include...
-Tells decision
-Sells decision
-Discusses decision
-Asks for input on decision
-Collaborates on decision
-Delegates responsibility for decision
153
Fielder developed the ____ approach to leadership which states that in both highly favorable and highly unfavorable situations, a task-oriented leader is more effective (the group is ready to be led)
Contingency
154
Fielder's contingency approach also states that in moderately favorable situations, a ____-oriented leader tends to be more effective because cooperation is more successful than task-oriented leadership
Relationship
155
The Leadership ____ Model was developed by Hersey, Blanchard, and Johnson; it defines the readiness of followers and recommends leadership styles to use for each
Effectiveness
156
____, as defined in the Leadership Effectiveness Model, is the desire for achievement, willingness and ability to accept responsibility, and skills relevant to the task
Readiness
157
Leadership styles as explained by the leadership effectiveness model:
-Tell (low readiness)
-Sell (low to moderate readiness)
-Participate (moderate to high readiness)
-Delegate (high readiness)
158
____ approaches to leadership focus on interactions among leaders and their followers rather than on the characteristics of leaders themselves
Reciprocal
159
____ vs ____ leadership examines how leads and followers influence each other
Transactional; transformational
160
A ____ leader clarifies roles and responsibilities and uses rewards and punishment to achieve goals (top of control list; autocratic)
Transactional
161
A ____ leader encourages agents of change and is participative; they inspire followers to become motivated to work towards organizational goals rather than personal gain; builds on and extends transactional leadership; cultivates employee acceptance of the group mission
Transformational
162
Traditional or classical theories of management follow a formal structure that ___ and ____ the work activities
Organizes and administers
163
In traditional or classical management theories, ____ is the main responsibility of management; focuses on tasks, structure, and theories
Coordination
164
Traditional or classical management styles use the ____ principle which is when authority and responsibility flow in a direct line vertically from the highest to the lowest echelons; clear and unbroken lines
Scalar
165
Traditional or classical management also uses the ___ ___ ___ which states that each employee is accountable to only one superior
Unity of Command
166
What are some criticisms of traditional or classical management?
-Too mechanistic
-Job-focused and impersonal
-Doesn't see group interactions and decision-making process
167
___ ___ management (behavioral) theory uses behavioral sciences; workers exist in social groups
Human relations
168
In the human relations theory of management, ____ participation in decision-making is essential; it improves morale and productivity
Employee
169
Theory Z by Ouchi states that the value of the company is the ____; everyone who will be affected by a decision is involved in making the decision (consensus decision-making)
People
170
The ____ approach to management explains that the system is an organized whole composed of interdependent parts called subsystems
Systems
171
Subsystems are classified according to their purpose, which include...
-Procurement
-Production
-Distribution and service
-Safety and sanitation
172
A subsystem is a complete system within itself that is part of a ____ system (ex: foodservice is a subsystem of the hospital, and production is a subsystem of the food service department)
Larger
173
The systems approach of management explains that a workplace is an ____ system that interacts with external forces; change in one part affects many other parts
Open
174
The systems approach to management considered the entire ____ when making decisions or allocating resources
Organization
175
The major components to the systems approach of management are...
Input --> transformation --> output
176
The process of transforming inputs into outputs involves ____ (decision-making, communication), ____ (plan, organize, staff, direct, control), and ___ functional subsystems (production, distribution, service_
Linking, managing, building
177
What are some characteristics of open systems?
-Interdependency of parts
-Integration
-Synergy
-Dynamic equilibrium
-Equifinality
-Permeability of Boundaries
178
Interdependency of parts explains how each part of the system affects ____ of other parts leading to integration and synergy; view as a whole, not as isolated parts
Performance
179
Integration is when parts are blended together into a _____ whole (leads to synergy)
Unified
180
Synergy explains how units working together may have a greater impact than each operating ____
Separately
181
Dynamic equilibrium is a ___-___, continuous response and adaptation to the environment
Steady-state
182
____ explains how the same or similar output can be achieved by using different inputs or by varying the transformation process (various alternatives may be used to achieve similar results)
Equifinality
183
The permeability of boundaries allows the system to be affected by changing the ____
Environment
184
The ____ is where two systems or subsystems come in contact with each other
Interface
185
The ____ management approach was developed by Taylor
Scientific
186
Scientific management is ___-centered; workers must work at the fastest pace possible and at maximum efficiency; it is a systematic approach to improving worker efficiency
Work
187
Scientific management works to structure work situations to minimize ____ needed by the supervisor; finds the best way of performing tasks
Motivation
188
Scientific management focuses on the ____ aspects of the job (assembly line, manufacturing)
Physical
189
Management by ____ is a management strategy created by Drucker
Objectives
190
Management by objectives is a type of ____ management that provides control from within
Democratic
191
Management by objectives requires the establishment of ____ goals and objectives with employees (gives higher incentive)
Performance
192
Management by objectives allows for overall control to be achieved through ___-___ of employees
Self-control
193
With management by objectives, management stresses ____ and ____
Accomplishments and results
194
Management by objectives is an example of ____ leadership
Participative
195
____ and ____ is the final function of management
Controlling/evaluating
196
Controlling and evaluating measure present performance against ____ performance
Standard
197
Controlling is an ongoing process that determines whether ___ have been reached
Goals
198
Controlling shows ___ and ____ and solves problems
Strengths and weaknesses
199
Steps of controlling:
-Establish qualitative and quantitative standards (what is expected to happen)
-Measure performance
-Compare to standard
-Take corrective action
200
____ skills of a manager are described as understanding of and proficiency in a specific kind of activity; most important at lower levels of management
Technical
201
____ skills of management are explained as the ability to work effectively as a group member (interpersonal skills); important at all levels, but imperative at lower levels of management)
Human
202
____ skills of management allow a manager to see the organization as a whole; importance increases at higher ranks of management
Conceptual
203
Hard skills can be ____, while soft skills must be ___ and ____
Taught; developed and nurtured
204
Roles of a manager fall within what three categories?
-Informational
-Interpersonal
-Decisional
205
Informational skills include...
-Monitor (constantly searching for information to become more effective)
-Disseminator (transmits information to subordinates)
-Spokesman (transmits information to people inside and outside)
206
Interpersonal skills include...
-Leader (responsible for work of the staff, hiring, training)
-Liaison (dealing with those inside and outside the organization)
207
Decisional skills include...
-Entrepreneur
-Disturbance handler
-Resource allocator
-Negotiator
208
Steps in problem-solving:
-Recognize and analyze problem
-Determine workable solutions
-Gather data
-Choose solutions
-Take action
-Follow-up the action
209
The ____ group technique from Delbecq generates innovative, creative ideas
Nominal
210
The nominal group technique is more ___ and ___ than an ordinary brainstorming group; it has an authoritative leader, controlled interactions, closely focused goals, and rigidly enforced procedures
Structured and controlled
211
With the nominal group technique, responses are tightly controlled by the ____
Leader
212
In the nominal group technique, group often sits in a ____ formation and participants silently generate ideas (round-robin reporting, leader records ideas)
Horseshoe
213
With the nominal group technique, the group ___ items in priority order and vote for a final decision
Ranks
214
The Delphi technique uses the consensus of ____
Experts
215
The Delphi technique is designed to probe expert minds in a series of ____ interviews from which some consensus is sought; participants do not meet
Written
216
A ___ and ___ (fish) diagram can be used to determine what influences the outcome
Cause and effect
217
Cause and effect diagrams focus on different causes of a problem and categorizes related factors to make their influence more ____
Observable
218
A cause and effect diagram is a series of connected ____, each representing an important factor; it is used as a technique to increase worker involvement in decision-making
Arrows
219
A Pareto analysis or bar chart illustrates the relative ____ of problems
Importance
220
A Pareto analysis allows managers to work on the tallest bar or problem that occurs most ____; correcting the "vital few" problems will have the greatest impact on quality
Frequently
221
Most effects have relatively few ____; the 80-20 rule states that 80% of a given outcome results from 20% of an input (ex: 80% of sales come from 20% of customers)
Causes
222
____ theory develops the relationships involved with waiting in line; it is used in analyzing the flow of customers in a cafeteria (balance the cost of waiting lines with the cost of preventing waiting in lines through increased service)
Queuing
223
Conflict is inevitable, and sometimes necessary for the organization to survive and often leads to solutions; the task of the manager is not to ___ or ____ all conflict, but to manage it to minimize its harmful aspects and maximize its beneficial aspects
Suppress or resolve
224
In the organizational ____ theory model, the leader recognizes the need to make a change, then inspires followers to move toward change
Change
225
Change agents serve as ____ for change
Catalysts
226
Successful change requires that you unfreeze the ___ ___, change to a new state, then refreeze it to make the change permanent (prepare for change, manage it, reinforce it)
Status quo
227
____ is action that will cause a change in behavior or attitude in another
Influence
228
____ is the ability to exert influence
Power
229
____ power is the ability to reward another for carrying out an order, give incentives, and praise to reinforce certain behaviors
Reward
230
____ power is a negative side effect of reward power; ineffective in motivating behavior change; may create resistance; it is the ability to publish another for not carrying out requirements and is used to maintain minimum standard of performance
Coercive
231
____ (legitimate) power is when a subordinate acknowledges that the influencer has the right to exert influence due to position (job titles)
Position
232
____ power if the belief that the influencer has some relevant expertise that the subordinate does not; provides credibility; viewed as competent
Expert
233
____ power (personality, charisma) is based on the desire to identify with or imitate the influencer (how well you are liked)
Referent
234
Successful managers are sensitive to the source of their power and are aware of the ___ and ___ of using each kind
Risks and benefits
235
Expert and legitimate powers are important for _____
Compliance
236
Expert and referent powers are related to subordinates' ___ and ____
Performance and satisfaction
237
____ is one's responsibility to oneself, an organization, or to the public
Accountability
238
____ is an obligation to perform an assigned activity, or see that someone else performs it
Responsibility
239
Managerial attributes that distinguish successful organizations from others:
-Have a bias for action: fix it, do it, solve it
-Be close to your customers: learn from them
-Autonomy: be a risk taker, try new ways to get the job done
-Productivity through people: treat people with respect and dignity
-Management should be hands-on and value-driven; explain your value system to your employees
240
A multicultural workforce should value, encourage, and affirm differences and ____ cultural modes; address incidences of prejudice and provide diversity training to increase awareness and acceptance of differences among employees
Diverse
241
____ ____ is the extent to which a person is in tune with their own feelings and the feelings of others; it involves skills of self-awareness, communication, empathy, and self-regulation of emotions into appropriate behavior
Emotional intelligence
