Management:

Question 1

Management

Answer 1

Process of controlling and moving forward within a purpose or a job.

Question 2

peter principle

Answer 2

the tendency for employees to rise the ranks until they reach their respective degree of incompetence.

Question 3

Dilbert principle

Answer 3

most ineffective workers are placed where they will do the least amount of harm.

Question 4

4 functions of managers

Answer 4

planning, controlling, leading, and organizing

Question 5

Pareto principle

Answer 5

A minority of the population does the majority of the work. 80:20

Question 6

Adam Smith

Answer 6

(1723-1790) The father of capitalism. Wrote the “Wealth of Nations”.

Question 7

Frederick Taylor

Answer 7

Developed Scientific management. from a wealthy family in Philadelphia. Obsessed with efficiency and optimizing.

Question 8

Henry Grantt

Answer 8

Provided rates based on productivity and advocated for bonuses when quotas are exceeded.

Question 9

Frank and Lillian Gilbreth

Answer 9

They worked on increasing efficiency in management and hospitals. later, studies focused on minimizing the stress of the worker.

Question 10

Hawthorne Effect

Answer 10

The need for recognition, security, and a sense of belonging supersede the physical working conditions.

Question 11

George Elton Mayo

Answer 11

Harvard professor of industrial research. studied high turnover rates of textile mill workers. Developed The Foundation for Human Relations Movement.

Question 12

Theory X

Answer 12

tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Work in organizations that are managed like this can be repetitive, and people are often motivated with a “carrot and stick” approach.

Question 13

Theory Y

Answer 13

people are self-motivated and enjoy the challenge of work. Managers with this assumption have a more collaborative relationship with their people and motivate them by allowing them to work on their own initiative, giving them responsibility, and empowering them to make decisions.

Question 14

Stephen Covey

Answer 14

Harvard educator and author. wrote 7 books.

Question 15

Character ethic

Answer 15

characterized by a serious disciplined, humble, and honorable ethic.

Question 16

personality ethic

Answer 16

characterized by image, charm, manipulation, and communication skills.

Question 17

P/PC

Answer 17

product / production capability

Question 18

Anne-Marie Slaughter

Answer 18

Professor at Princeton. The first director of policy planning. wanted kids but couldn’t have kids and the successful career that she wanted.

Question 19

Leadership

Answer 19

exert force over others to inspire, motivate, and direct.

Question 20

Sources of managerial power

Answer 20

Expert power, reward power, Reference power, Coervice power, Legitimate power.

Question 21

Transactional leadership

Answer 21

rewarding high performance appropriately and reprimanding low performance.

Question 22

Transactional leader

Answer 22

Takes a holistic approach to

Question 23

scarcity mentality

Answer 23

competitive, difficult time sharing recognition, trouble being happy for other’s success, paranoid.

Question 24

abundance mentality

Answer 24

cooperative, high self-esteem, share prestige, share in decision making, character ethic, and transformational type leader.

Question 25

Emotional intelligence

Answer 25

traditional intelligence like logic, problem-solving, and analytical skills but the person also has a deep understanding of other people’s desires, wants, and motivation.

Question 26

empathetic listening

Answer 26

central to using emotional intelligence-listening. the person seeks first to probe, interpret, advise and ultimately understand our frame of reference.

Question 27

Peter Drucker

Answer 27

Austrian-American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. Created “theory of business”.