Exam 1 Study Guide

Question 1

What is management?

Answer 1

getting work done through others

Question 2

What are the 4 functions of management?

Answer 2

planning, organizing, leading, controlling

Question 3

What is efficiency v. effectiveness?

Answer 3

efficiency - getting work done with minimum effort, expense, or waste
effectiveness - accomplishing tasks that help fulfill organization objectives

Question 4

Describe the differences between top managers, middle manager, first-line manager, and team leaders.

Answer 4

top managers - responsible for overall direction of the org.
middle manager - allocate resources and plan to accomplish objective consistent with top management
first-line managers - responsible for managing the performance of entry-level employees
team leaders - responsible for facilitating team activities toward goal accomplishment

Question 5

How does interpersonal management roles differ from informational and decisional roles?

Answer 5

interpersonal - perform ceremonial duties, motivate and encourage workers, deal with people outside of unit
information - scan environment for info, share info with company, spokesperson
decisional - adapt company to change, respond to problems, allocate resources, negotiate

Question 6

How is Waffle House an example of a disturbance handler role?

Answer 6

Whether a Waffle House is closed is a strong indicator of how dangerous a hurricane/tropical storm is. Waffle house is responding to environmental demands

Question 7

What is the most important skill for managers to have?

Answer 7

human skills

Question 8

When team members transition to managers, what challenges do they face?

Answer 8

They expect to be the boss and manage tasks, but their job is actually communication, positive reinforcement and people development
Challenges include fast pace and heavy workload

Question 9

How do we increase competitive advantage through good management? What does that mean?

Answer 9

1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High wages contingent on organizational performance
5. Training and skill development
6. Reduction of status differences (equal treatment)
7. Sharing information

Question 10

How long has the field of management science been around? What was management like before?

Answer 10

Management science was first developed in the early 20th century by Frederick Winslow Taylor. Before that, there were many takes on management dating back to the Sumerians

Question 11

What is the industrial revolution and what does it have to do with management science?

Answer 11

IR was the transition from creating things by hand to large scale production assisted by machines. This has to do with mgmt science because people were now being hired to do jobs and so it was important to train and lead them efficiently.

Question 12

Frederick Taylor

Answer 12

Developed four principles of scientific management, also dealt with issues such as soldiering, rate busting, and time studies.

Question 13

Four Principles of Management

Answer 13

1. Develop a science for each element of a job
2. Select, train, teach, and develop workmen scientifically
3. Cooperate with workers to make sure work is done effectively
4. Equal division of work and responsibility between workers and management

Question 14

Frank and Lillian Gilbreth

Answer 14

Used motion studies to simplify work and improve productivity
motion study - breaking tasks into separate motions and eliminating unnecessary ones

Question 15

Henry Gantt

Answer 15

Develop the Gantt chart, a graphical chart that shows which tasks must be completed when to complete a project

Question 16

Max Weber

Answer 16

Introduced bureaucratic management
Bureaucracy - exercise of control on the basis of knowledge, expertise, or experience

Question 17

Elements of Bureaucratic Organizations

Answer 17

Qualification based hiring
Merit based promotion
Chain of command
Division of Labor
Impartial application of rules
Actions are recorded in writing
Managers are separate from owners

Question 18

Henri Fayol

Answer 18

Associated with administrative management
Developed 5 functions of managers: planning, organizing, coordinating, commanding, and controlling
Developed 14 principles of management

Question 19

Henri Fayol’s Principles of Management

Answer 19

Division of work
authority and responsibility
discipline
unity of command
unity of direction
subordination of individual interests to the general interest
remuneration
centralization
scalar chain
order
equity
stability of tenure of personnel
initiative
esprit de corps

Question 20

Mary Parker Follett

Answer 20

believed in integrative conflict resolution rather than domination or compromise

Question 21

Elton Mayo

Answer 21

Hawthorne studies - found that factors related to work were found to be more important than the physical conditions or design of the work

Question 22

What is soldering?

Answer 22

when workers deliberately slowed the pace or output of their work

Question 23

What is rate busting?

Answer 23

a group member whose work pace is significantly faster than the normal pace of their group

Question 24

What are the pros and cons of bureaucracy?

Answer 24

Pros: Impartial application of rules, all things recorded, thorough procedure
Cons: must follow strict chain of command, may be difficult to get things done, monotonous

Question 25

What happened in the Hawthorn Studies? Why did the group produce more regardless?

Answer 25

Studies showed that differences in performance were due to group dynamics and that the group produced more because they gained more understanding of each other

Question 26

Operations management

Answer 26

Involves managing the daily production of goods and services Use quantitative methods to find ways to increase productivity and improve quality ex: cost-benefit analysis, quality control

Question 27

Information Management

Answer 27

Paper and printing press revolutionized the business use of information Typewriters and personal computers enabled easier and faster production of business comm. Telephone and internet increased access to timely info

Question 28

Systems management

Answer 28

System - set of interrelated elements or parts that function as a whole subsystems - operate within context of a larger system synergy - 2 subsystems together can product more than they can apart closed systems - sustain themselves without interacting with their environment open systems - sustain themselves only be interacting with their environment

Question 29

contingency management

Answer 29

idea that there are no universal management theories and the most effective approach depends on the problem being faced management doesn't automatically solve all problems

Question 30

Give examples of stable, dynamic, and punctuated environmental changes.

Answer 30

stable - funeral industry dynamic - timber/logging industry punctuated - long periods of stability followed by fundamental change (9/11)

Question 31

Give examples of simple, complex, and both environmental complexity.

Answer 31

simple - few environmental factors (recreational boating industry) complex - many environmental factors (less than truckload distribution companies)

Question 32

Give examples of abundant, scarce, or middle resources.

Answer 32

f u

Question 33

How does environmental uncertainty affect industries?

Answer 33

extent to which managers can predict changes and their effects, makes managers much less confident in their ability, becomes very difficult to predict the future

Question 34

Explain the basics of the general environments of sociocultural, economy, technology, and political/legal trends

Answer 34

economy - growing economy is favorable for business growth technology - changes can help companies provide better products and produce them more efficiently sociocultural - demographic characteristics, general behavior, attitudes and beliefs of people in society legal - legislation, regulations, and court decisions that regulate business behavior

Question 35

How do business confidence indices measure environmental trends?

Answer 35

they show managers' level of confidence about future business growth, indicating that they believe there is low uncertainty and high potential

Question 36

How is IKEA an example of reactive customer monitoring?

Answer 36

They found that customers reported their store taking too long to navigate and too far away so they created IKEA pop-ups

Question 37

What is an example of proactive monitoring?

Answer 37

identifying and addressing customer needs, trends, and issues before they occur - training employees effectively to handle issues

Question 38

Compare and contrast opportunistic behavior v. relationship behavior

Answer 38

opportunistic behavior - transaction in which one party benefits at the expense of the other relationship behavior - the establishment of mutually beneficial, long-term exchanges between buyers and suppliers

Question 39

Supplier dependence can result in monopolistic or oligopolistic behavior. How does this hurt competition?

Answer 39

Only one supplier means the can engage in opportunistic behavior and manipulate prices

Question 40

Buyer dependence can result in monopolistic or oligopolistic behavior. How does this hurt competition?

Answer 40

Few buyers mean they can engage in opportunistic behavior and manipulate prices

Question 41

How was Airbnb an example of a proactive approach to industry regulation?

Answer 41

They planned to fight against local regulations, when that proved to be ineffective, they have integrated the local regulations into their website.

Question 42

How do advocacy groups affect the specific management environment of a company?

Answer 42

boycotts can affect demand for a product, so companies must respond to concerns or perish

Question 43

How might we conduct environmental scanning and then interpret those results. (SWOTs, Cognitive Maps)

Answer 43

Analyze environmental factors, potential strategies, and potential weaknesses

Question 44

Can you provide an example of positive organizational cultures?

Answer 44

Google. Provides lots of benefits and bonus opportunities, they also have a lot of facilities available at work as well as an engaging work environment

Question 45

How are ethics different than morals?

Answer 45

Ethics are the greater rules decided on as a culture, morals are what you specifically believe is right to do

Question 46

Understand the basics of workplace deviance and give examples

Answer 46

production deviance - unethical behavior that hurts the quality and quantity of work produced property deviance - unethical behavior aimed at org property employee shrinkage - employee theft of company merchandise political deviance - using one's influence to harm other in company personal aggression - hostile behavior towards others

Question 47

What is the US Sentencing Commission's Guidelines Manual? Who does it apply to? Understand offense level v. culpability

Answer 47

Book of official guidelines of the federal criminal sentencing policies of the US. Applies to nearly everyone, including non-profits Offense level depends on kind of crime, loss incurred, and amount of planning culpability is how responsible the company is in regard to the crime

Question 48

What are ethical intensity factors?

Answer 48

the degree of concern people have about an ethical issue

Question 49

What are moral development factors?

Answer 49

self interest (preconventional) societal expectation( conventional) internalized principles (postconventional)

Question 50

What are principles of ethical decision making?

Answer 50

long-term self interest religious injunctions government requirements individual rights personal virtue distributive justice utilitarian benefits

Question 51

What are overt integrity tests?

Answer 51

written test that estimates applicants honesty by directly asking them questions about unethical behaavior

Question 52

How would a personality based integrity test measure ethics?

Answer 52

written test that indirectly estimates job applicant honesty by measuring other traits such as dependability and conscientiousness

Question 53

What are ethics training important and who should lead these trainings for employee buy in?

Answer 53

training that develops employee awareness of ethics, teaches a practical model of decision making management helps achieve credibility

Question 54

Compare and contrast shareholder models v. stakeholder models

Answer 54

shareholder - a view of social responsibility that holds that an organization's overriding goal should be to maximize profit for shareholders stakeholder - view that managements most important responsibility is achieved by satisfying interests of multiple corporate stakeholders

Question 55

Who are primary and secondary stakeholders

Answer 55

primary - any group which an organization relies for its long term survival secondary - any group that can influence a company and can affect public perceptions about the company's socially responsible behavior

Question 56

Difference between economic, legal, ethical, and discretionary responsibilities

Answer 56

economic - responsibility to make a profit legal - obey laws and regulations ethical - not to violate principles of right and wrong discretionary - social roles that a company fulfills beyond its economic, legal, and ethical responsibilities

Question 57

What are the benefits and pitfalls of planning?

Answer 57

benefits - intensifies efforts, leads to persistences, provides direction, encourage the development of task strategies, works for both companies and individuals pitfalls - impedes change, prevents or slows adaptation, creates false sense of clarity, leads to detachment of planners

Question 58

What is a SMART goal?

Answer 58

specific, measurable, attainable, realistic, and timely

Question 59

What is a proximal goal?

Answer 59

short-term goals or subgoals (less than 1-2 years)

Question 60

What is a distal goal?

Answer 60

long-term or primary goals (5-10 years)

Question 61

How does simply writing goals help us achieve them?

Answer 61

helps with goal commitment, which increases determination to achieve a goal

Question 62

What are options based planning?

Answer 62

maintaining planning flexibility by making small, simultaneous investments in many alternative plans

Question 63

What are slack resources?

Answer 63

a cushion of extra resources that can be used to adapt to unanticipated changes, problems, or opportunities

Question 64

What is the importance of mission and vision statements?

Answer 64

establishes a purpose and unifies company efforts

Question 65

How are standing plans different from single-use plans?

Answer 65

SIngle-use plans: plans that cover unique, one time only events standing plans: plans used repeatedly to handle frequently recurring events

Question 66

What is procedure v. policy?

Answer 66

policy - standing plans that indicate the general course of action that should be taken in response to a particular event or situation procedure - standing plans that indicate the specific steps that should be taken in response to a particular event

Question 67

Describe decision making process.

Answer 67

1) Define the problem 2) Identify decision criteria 3) Weigh the criteria -> Absolute v. Relative comparison - absolute: rate all factors - relative: rate factors compared to each other 4) Generate alternative courses of action 5) Evaluate each alternative against each criterion systematically 6) Compute the optimal decision -> Involves multiplying the rating for each criterion by its weight and computing scores

Question 68

What is group think?

Answer 68

barrier to good decision-making caused by pressure within the group for members to agree with each other

Question 69

What is c-type conflict?

Answer 69

disagreement that focuses on problem and issue-related differences of opinion

Question 70

What is a-type conflict?

Answer 70

disagreement that focuses on individuals or personal issues

Question 71

What is devil's advocacy?

Answer 71

decision making method in which an individual or subgroup is assigned the role of critic

Question 72

What is dialectical inquiry?

Answer 72

a decision making method in which decision makers state the assumptions of a proposed solution and generate a solution that is opposite

Question 73

What is nominal group technique?

Answer 73

decision making method that has people brain storm individually, as a group, and then individually

Question 74

What is the Delphi technique?

Answer 74

decision making method in which panel of experts respond to questions and to each other until reaching agreement on an issue

Question 75

What is brainstorming?

Answer 75

group members make decisions by building on each others ideas to generate as many solutions as possible