Management 1 Flashcards

1
Q

Planning, organizing, directing and controlling: the art of getting things done by and through people (WHO, 1993: 5).

A

Management

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2
Q

A systematic process of using resources with judgement, to achieve objectives.

A

Management

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3
Q

is to organization what health is to the body – the smooth functioning of all its parts !” (McMahon et al, 1992: 3)

A

Good management

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4
Q
  1. Figurehead
  2. Leader
  3. Liaison person
A

Engaging in interpersonal contact

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5
Q
  1. Monitor
  2. Disseminator
  3. Spokesperson
A

Processing Information

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6
Q
  1. Entrepreneur
  2. Disturbance Handler
  3. Resource Allocator
  4. Negotiator
A

Making Decisions

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7
Q

covers the relationships that a manager has to have with others

A

Interpersonal

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8
Q

because of their formal authority and symbolic position representing
the organization

A

Figureheads

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9
Q

bringing together the needs of an organization and those of the individuals under their command

A

Leaders

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10
Q

a manager has to maintain a network of relationships outside the organization

A

Liason

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11
Q

monitoring what goes on in the organization, receiving information about both external and internal events, and transmitting it to
others.

A

monitoring

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12
Q

process of transmission is the ___________role

A

dissemination

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13
Q

manager often has to give information concerning the organization to outsiders, taking on the role of spokesperson to both the general public and those in positions of
influence.

A

spokesperson

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14
Q

Most crucial role

A

Making Decisions

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15
Q
  • someone who finds new ways of doing things

-initiate change and take an active part in deciding exactly what is to be done.

A

Entrepreneur

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16
Q

have to make decisions which arise from events beyond their control and unpredicted

A

Disturbance Handler

17
Q

to make decisions about the allocation of money, people, equipment, time and so on.

A

Resource Allocation Role

18
Q

has to negotiate with others and in the process make decisions about the commitment of
organizational resources.

A

Negotiation Role

19
Q

MANAGEMENT FUNCTIONS

A
  1. Planning
  2. ORGANIZING
  3. Staffing
  4. DIRECTING
  5. Controlling
20
Q

Process of determining the organization’s objectives and deciding
how to accomplish them

A

Planning

21
Q

Objectives – results desired by organization

Mission – organization’s purpose and philosophy

A

Planning

22
Q

Common & Elaborate Organizational Objectives

A

*Profit, competitive advantage, efficiency, growth

*Service, ethics, community responsibility

23
Q

Executive level managers

*Establish the long-range objectives & overall strategy to fulfill firm’s mission

*2-10 years forward-looking
*Sustainability
*Diversification, divestiture , mergers & acquisitions,

A

Strategic Plans

24
Q
  • Short-range – strategy implementation

*1 year or less
*Environmental change
*Periodically reviewed & updated

A

Tactical Plans

25
Q

Very short-term – actionable, specific

*Individuals, work groups, departments

*1 month, 1 week, 1 day
*Achieve tactical plans

A

Operational Plans

26
Q

*Focus on potential disasters

*Loss of water supply, electricity
*Epidemics
*Fire, earthquake, terrorist attack
*Unethical/illegal employee activity

A

Crisis Management Contingency Planning

27
Q

Structuring of resources & activities to accomplish objectives efficiently &
effectively

A

ORGANIZING

28
Q

Hiring people to carry out the work of
the organization

Importance
◼Recruiting
◼Determine skills
◼Motivate & train
◼Compensation levels

A

Staffing

29
Q

Elimination of significant numbers of employees
(rightsizing, trimming the fat)

A

Downsizing

30
Q

Motivating and leading
employees to achieve
organizational objectives

A

DIRECTING

31
Q
  • Incentives (raise, promotion)
  • Employee involvement (cost reduction, customer
    service, new products)
  • Recognition and appreciation
A

Motivation

32
Q

Process of evaluating and correcting
activities to keep organization on
course

A

Controlling

33
Q

Five Activities of Controlling

A

◼Measuring performance
◼Comparing performance
against standards
◼ Identifying deviations
from standards
◼ Investigating causes of
deviations
◼Taking corrective action