mgmt 100 Flashcards
(191 cards)
1
Q
define organisation
A
when a group of people work together to achieve a goal they couldn’t have done alone
2
Q
what 3 things do organisation have
A
a deliberate structure, a common purpose and people
3
Q
what is the omnipotent view of management
A
When profits are up, management takes the credit and rewards itself with bonuses etc.
When profits are down, management staff are often replaced, or small businesses go out of business.
4
Q
what is the symbolic view of management
A
Often the failure of a business can be from areas outside of a managers control. These things include the economy, competitors, government policy etc.
A managers responsibility is managerial discretion between the internal organisational culture/structure and the external organisational environment.
5
Q
define management
A
management is about setting goals, organising people, places and systems, motivating and communicating, measuring performance and developing people for success. This isn’t always just about money
6
Q
what 8 things lead the success
A
passion, hard work, good, focus on one thing, push yourself, serve others, ideas and persistence
7
Q
what levels are there in vertical management, and what does each do?
A
top management eg: CEO’s are at the top of the hierarchy and are responsible for the whole organisation
middle management eg: head of department are responsible for business units and departments
first line managers eg: supervisors are responsible for the production of goods and services, and manage small work groups
8
Q
what kinds of managers are there horizontally
A
functional managers eg: marketing managers are responsible for departments that perform specific tasks
general managers eg: regional managers are responsible for self contained divisions and all function departments within it
9
Q
what are the four functions of management and what do these mean
A
1) Planning - setting future goals and planning how to achieve them eg: annual sales targets
2) Organising - this is the implementation phase, the grouping and assigning of tasks, allocating resources and coordinating eg: sales team’s regions (where are people’s areas, when do they visit clients etc.)
3) Leading - influencing others to do their best work for the organisation eg: motivating the sales team
4) Controlling - measuring performance against the desired result eg: measuring sales against targets - are we achieving the goals through the plans and organising?
10
Q
resources –> management functions –> ?
A
performance
11
Q
what 3 skills do managers need
A
technical, human and conceptual skills
12
Q
what are technical skills
A
ability to apply expertise and perform a special task eg: finance, computer programming
13
Q
what are human skills
A
ability to work well with and through other people eg: emotional intelligence, empathy
14
Q
what are conceptual skills
A
ability to see the organisation as a whole and the relationship between the parts, thinking analytically and seeing the big picture eg: breaking down problems, seeing relationships
15
Q
do all managers need to have all 3 skills
A
yes, to some degree (depends on what type of manager they are)
16
Q
for what management level is technical skills most important
A
low
17
Q
for what management level is human skills most important
A
all levels need to have a high level of human skills in equal amounts
18
Q
for what management level are conceptual skills most important
A
these are most important for top level managers
19
Q
what are the 3 manager roles
A
informational, interpersonal and decisional
20
Q
what is an informational managers role
A
to maintain and develop an information network eg: steve jobs was an expert spokesman for apple
21
Q
what is an interpersonal managers role
A
to manage relationships both inside and outside the organisation
22
Q
what is a decisional managers role
A
events that require managers to make choices and take action
23
Q
what is the difference between effectiveness and efficiency
A
effectiveness is doing the right thing or a measure of task accomplishment whereas efficiency is doing things right or a measure of resource cost associated with goal accomplishment
24
Q
what must an organisation seek to achieve first: effectiveness or efficiency, and why
A
effectiveness, because you could drive a fast car and get somewhere quickly but if you go to the wrong place its worthless. organisations must seek to be effective, and then get as efficient as they can be
25
do historical practises have an impact on modern day management
yes absolutely
26
what are social forces
aspects which influence relationships between people
27
what are political forces
influence of political and legal institutions
28
what are economic forces
availability, production and distribution of resources within society
29
what are technological forces
aspects such as social media and artificial intelligence
30
what is the order of the 4 management theories
classical, humanistic, management science and contemporary
31
what came first, classical mgmt perspective or management science
classical
32
what came first, humanistic perspective or mgmt science
humanistic
33
what came first, contemporary or mgmt science
mgmt science
34
what came first, classical or humanistic
classical
35
what came first, classical or contemporary
classical
36
what came first, humanistic or contemporary
humanistic
37
what led to the need for the classical mgmt perspective
Demand outstripped production so there was a need for greater efficiency with the workers we had
38
who is a key player in the classical mgmt perspective with a bottom up (scientific management) philosophy
fredrick taylor
39
what question did fredrick taylor adress (classical)
how to increase productivity given a shortage of labour by focussing on production staff
40
what are the 4 principles of the scientific mgmt perspective of fredrick taylor (bottom up) (classical)
1) Study task and work out the best method
2) Select workers with the right abilities
3) Carefully train workers and give the proper incentives
4) Support workers through careful planning
41
who is a key player in the classical mgmt perspective with a whole organisation (bureaucratic) philosphy
max weber
42
what need does max weber emphasise (classical)
the need for organisations to operate on a rotational basis
43
what 5 points are webers idea of bureaucracy (classical)
1) Clear division of labour
2) Well-defined hierarchy
3) Formal rules and procedures
4) Impersonality (not getting promotions based on who you are to the owner)
5) Career advancement based on merit (not who you know)
44
who was a key player in the classical mgmt perspective with a top down (administrative) philosophy
henry fayol
45
what did henry fayol focus on (classical)
principles used by managers to co-ordinate internal activities
46
what are fayols 4 key functions of management (classical)
1) Planning
2) Organising
3) Leading
4) Controlling
47
what was the problem with the classical perspective of mgmt
people became less important than production, and felt they were just resources with no purpose
48
why was there a need for the humanistic perspective of mgmt
managers were frustrated with scientific mgmt because people were unpredicatable and irrational. also because individuals and groups within organisations started to be taken into account
49
what was the hawthorne effect (humanistic perspective)
Added attention from researchers may improve employees performance, rather than because of any specific factor tested. In the experiment, people with less light worked better, which gave rise to this effect.
50
the hawthorne effect gave rise to the human resources approach. what were two main points of this approach
- The key to productivity appeared to be giving more attention to workers
- Emphasis on building relationships and cooperation
51
who created the theory x/theory y approach
douglas mcgregor
52
explain douglas mcgregor's theory x/theory y approach (humanistic perspective)
Theory X managers assume workers are lazy, need to be coerced and have little ambition, while Theory Y managers believe workers like work, are capable of self control and are creative and innovative. While every manager will have some of both X and Y theoretical manager in them, the closer a manager can manage towards the Y managers, the better manager they will be and the better the organisation will do.
53
in behavioural science (humanistic persepctive), what are the key behaviours studied
- Job satisfaction
- Motivation
- Interpersonal behaviour
- Group dynamics
- Communication
- Leadership
54
what is the 3rd perspective on the history of management chronologically
mgmt science
55
describe mgmt science
Large volumes of data was not always meaningful, so there was a need to interpret it. This was done through maths, stats and quantitative methods to inform management decision making and to solve complex problems. Examples include graphs, bills of material etc, which turn data into useful information for managers.
56
what is the 4th history of mgmt persepctive
contemporary
57
what is the basis for the contemporary mgmt perspective
Social, economic and political forces are ever changing and the management environment is complex and varied. No one model fits every organisation, and variances must be taken into account.
58
describe systems theory (contemporary perspective)
inputs undergo transformation which turns them into output. feedback from customers determines how we did, and feeds back into our inputs. therefore, when a change occurs in one area, we must look to see how this effects other areas and constantly change
59
explain the contingency view of the contemporary mgmt perspective
Classical theorists tried to find the one best way to manage, but this doesn't exist. With a contingency view, the best way to manage depends on the situation. This is in contrast to the universal view of classical theorists that the same managerial principles apply to every situation.
60
what was the problem that gave rise to the mgmt science philosphy
data in large volumes was not always meaningful
61
what was the problem that led to the contemporary mgmt perspective
complexity and variability in the business environment, especially in modern times
62
what issue was addressed with the mgmt science perspective
how to get managers the right information, and quickly
63
what issue was addressed with the contemporary mgmt perspective
how to apply the best mgmt principles in different situations
64
define social responsibility
ethical behaviour at an organisational level
65
define corporate social responsibility
the obligation of an organisation to act in both its own and its stakeholders best interests - to improve the quality of life of society or at its very least not worsen it
66
who are an organisations 5 key stakeholders
investors, employees, customers/suppliers, community and society
67
what is a businesses responsibility to investors as its stakeholder
to look after investments and make dividends and profits
68
what is a businesses responsibility to employees as its stakeholder
to provide decent treatment and uphold employment laws
69
what is a businesses responsibility to customers/suppliers as its stakeholder
to be honest
70
what is a businesses responsibility to community as its stakeholder
it is easier to sell and do better if the community is also doing well, so looking to achieve that within the community
71
what is a businesses responsibility to society as its stakeholder
understand the impact the business has on society and the environment, without society, we would have no business
72
whatever you do to one stakeholder can impact other stakeholder. what can this cause and what must we aim for in regards to this
can cause tension, aim for balance between the 5
73
what is the classical view on corporate social responsibility
the only responsibility is to maximise profit. if we maximise profit, we can pay our employees, make products for customers etc
74
what is the socioeconomic view of corporate social responsibility
managers must be concerned for broader social welfare and we have to improve society
75
what four social responsibilities are there for businesses, and in order from lowest to highest, what does this say about their corporate social resposibility
1) Economic responsibilities met? (make profit)
2) Legal Responsibility met? (obeying the law) (a classical view would say if these first two are met the business is socially ethical)
3) Ethical responsibility met? (doing the right thing to avoid harm)
4) Discretionary responsibility met (contribute to broader community, be a good corporate citizen)
76
what are some arguments against higher social responsibility
reduced profits, higher costs, too much social power, not the businesses purpose, lack of public accountability, lack of skills, lack of broader public support
77
what are some arguments for higher social responsibility
better public image, avoid government regulation, better environment, balance of responsibility and power, adds to long run profits which is better for shareholder interests
78
what is a Vangard business
one which doesn't try to be socially responsible, thats just how they think and their attitude so they are
79
what is the invisible hand concept
if we make profits and obey the law, customers will eventually prevail (free market)
80
what is the mgmt hand concept
managers act to serve society and company, and can act beyond legal and economic obligations
81
what is the hand of government concept
interests of society are best served by the law in regulations rather than management decisions
82
what four strategies can managers use in terms of being (or not being) socially responsible
obstructionist (fight social demand and just meet economic responsibilities), defensive (do the minimum legally required to meet economic and legal responsibilities), accommodative (do the minimum ethically required, meeting economic, legal and ethical) or proactive (take leadership and meet economic, legal, ethical and discretionary)
83
ethics is about?
the individual (or groups) recognition of right or wrong and moral obligations to society beyond straightforward legal obligations
84
are law and ethics the same thing
no
85
the domain of ethics fall inbetween which two domains in terms of the amount of explicit control
legal (high control) and free choice (low control)
86
is there trade-offs between economics and ethics
yes, on one hand profits etc. while on the other hand respect, honesty and integrity
87
what is the difference between cultural relativism and ethical imperialism
Cultural Relativism would say when in Rome do as the Romans do, while ethical imperialism would say don't do anything you wouldn't do at home.
88
what is thomas donaldsons viewpoint on ethics
its all about the core values: human dignity, basic rights and good citizenship
89
what is milton friedmans viewpoint on ethics
a firm should use all its resources to make profit, while sticking to the rules of business
90
what are the two basic premises of Andrew Carnegies viewpoint on ethics
Charity principle - we aren't all born equal (eg: kids born with cancer), therefore those who are fortunate have a responsibility to those who aren't
Stewardship - we don't actually own anything, we just have to look after our land/possesions for the next generation while we are the caretakers of it
91
what are 5 different approaches to ethical decision making
1) Utilitarianism - greatest good for the greatest number
2) Individualism - promotes the individuals best interests
3) Moral Rights Approach - human beings having fundamental human rights
4) Justice Approach - equity, fairness and impartiality
5) Practical Approach - prevailing standards of the profession and the larger society
92
what are the three pillars of sustainability
social, environmental and economic
93
where does economic sustainability come from
Economic sustainability comes from activities that attain high levels of corporate performance and keep businesses running.
94
where does environmental sustainability come from
Environmental Sustainability comes from activities that protect all living species and maintain the biosphere
95
where does social sustainability come from
Social sustainability results from activities that create and promote welfare for current and future generations and maintain society
96
what are the united nations sustainable development goals
These are a set of 17 goals made in 2015 to be achieved by 2030, and build on the Millennium Goals (2000-2015). They aim to eradicate poverty, protect the environment, prevent climate change, fight inequality and justice and more
97
explain the why of sustainability in regards to pillar 1 - the environment
- In the next 20 years our energy needs are going to double, and the population will increase hugely across the globe. How do we meet these new and changing needs?
- Many options and opinions are contrasting. While wind power is a renewable source, wind turbine blades become trash when they reach the end of their commercial life for example.
- There is a growing need for a circular economy, where waste from one form of production becomes the input in another goods production. Both cities and businesses will need a circular economy to survive.
98
explain the why of sustainability in regards to pillar 2 - social justice
- There is a need to create sustainable workforces. Some resources such as wood need to be harvested sustainably so that jobs and people's lives aren't depleted
- Labour rights
- Fairness between countries
- Exploitation
99
explain the why of sustainability in regards to pillar 3 - economic
- Many businesses now consider the triple bottom line - how does the production impact economic, social and environmental performance. This is in line with the 3 pillars of sustainability
- Businesses need systems they can maintain economically and get behind - if they only see the negatives in environmental practises it will never work, there has to be positives involved for the business that they can tangibly see
100
what 3 essential requirements are there for sustainable devlopment and explain each
1) Stakeholders - need to all be on board
2) Efficiency - sustainable development needs to help businesses and contribute (directly or indirectly) to financial performance
3) Market edge - the degree to which sustainable practises help a business to get brand recognition and market opportunities
101
organisations are better placed for sustainable development when they are
1) Strategically congruent - stakeholders onboard and have a market edge as well as efficiency
2) Commitment - can't just be in it to tick boxes, businesses have to be wholly invested
a. EG: Can't just make Gustav and have every other product be unsustainable
3) Well-integrated - sustainability becomes a part of the whole business and all its practises, increasing efficiency business wide
102
what is green capitalism
an ethical dilemma in regards to sustainability because we buy certain companies profits who make claims about what they do to help out and believe we are 'doing our bit' by buying their product, when this actually isn't enough
103
what 3 things are essential for an entrepreneur, and are part of the definition for one
sensing opportunities, creating value and marshalling resources
104
what are the 4 C's of entrepreneurship
1) Characteristics - traits
2) Context - the environment (culture, background and upbringing influence you)
3) Capacity - marshalling resources such as finance and an entrepreneurial team
4) Creation - the process - what you do makes you an entrepreneur, and as an entrepreneur you go through various stages
105
what 6 traits does an entrepreneur have
risk taking, need for achievement, independence, internal locus of control, networker and integrity
106
what is the context paradigm
The environment in which an entrepreneur engages influences their behaviour and actions. This includes upbringing, the country you come from and culture and other norms and value systems.
107
what is different between maori entrepreneurship and traditional western entrepreneurship
They believe in communalism rather than individualism eg: what does the whanau or iwi own vs what does the individual own, reciprocity eg: giving in return for receiving - if you somehow support my business then if you have a business I must support yours, and social gain eg: what does the community/iwi gain rather than what is the financial profit for ourselves.
108
define innovation
the introduction of something new - a new method, idea or device
109
what two things can be innovation in organisational terms
a new product or a new technology (process)
110
managers need to have the vision for a new idea, but what do they need to follow it through to commercialisation
dedication and perseverance
111
are change and innovation the same thing. why/why not?
they aren't. all innovation requires change, but not all change is innovative
112
what is disruptive thinking
innovations which disrupt an already existing market, and sometimes displace earlier technologies
113
what are the four types of innovation
breakthrough, incremental, duplication and synthesis
114
describe breakthrough innovation
radical innovation which creates a totally new product, service or technology
115
describe incremental innovation
the extension of an already existing process by using it in a different application
116
describe duplication innovation
a creative replication of an already existing product
117
describe synthesis innovation
combining existing concepts and factors into a new formulation
118
what are some characteristics of a breakthrough innovation
- They take time and in a modern world (budgets etc) sometimes stakeholders don't want to wait
- Sometimes things arrive too early and customers aren't ready for it
- A conducive climate is needed
- There is often a lot of trial and error needed
- Resources, often financial, are scarce
- There is a significant risk - innovation isn't guaranteed to make a return, which is what businesses need, and doesn't always work
- It takes courage, dedication and tenacity
119
what does an idea need for organisational innovation
- fit for purpose
- have a good selling proposition
- be capable of 'scaling up'
- have a capable team
- have an acceptable financial return
120
what is organisational innovation
taking an idea through to commercialisation
121
what are the four processes of commercialising innovation
1) idea creation
2) initial experimentation
3) feasibility determination
4) final application
122
what is the nz definition of a small business
fewer than 20 employees
123
what is the boston report's criteria for a small business
owner managed in a personal way, an independent entity and has a relatively small market share
124
why do people go into business
economic factors - get rich, social factors - control over ones life and bettering of position in life
125
how does small business encourage innovation and flexibility
big businesses are often slow at change, small businesses must be nimble and flexible to beat them
126
how do small businesses provide staff with comprehensive learning experiences
because there is less staff so they will have to be able to do more tasks so they learn more
127
what are some reasons for small business failure
could be earning more doing something else, cutting their loses, simply stops trading for any reason, lack of business experience, lack of planning, poor financial control or cash flow management, growing too fast, lack of commitment, don't want to work long enough hours or ethical failure
128
how can you start a business
as a sole trader, partnership or company, you can start from scratch, buy an existing business or franchise or start an online business. either way, it is very important when making a business to make a detailed plan
129
what is job analysis
interviewing, looking at and talking to people to define the tasks performed and qualifications needed for the job
130
what two documents come out of the job analysis process
job description and job (person) specification
131
in what two ways can recruitment be done
internally and externally
132
what are the benefits of internal recruitment
you already know they're trained and don't need socialised into the organisation, it can make the employees within the organisation feel valued
133
what are the benefits of external recruitment
the ability to bring in new perspective and skills, and if there isn't enough employees available or with the right skills inside the organisation
134
what is realistic job preview
if you don't tell prospective employees the bad parts of the job straight up, they will leave later on
135
what is the most common type of selection process
interviews
136
define entrepreneurship
having the knack to sense an opportunity, ability to create value and know how to marshal resources
137
why are interviews the most common type of selection process
because employers want to meet someone face to face before they hire them
138
why are interviews not always good
because we have a lot of biases
139
employers try to assess competencies identified in job analysis through ____ selection processes
multiple
140
what is an application form
where CV's and resumes are requested, mostly done online
141
what might maori people do at an interview
in their culture it is bad to brag about yourself so they may bring family members to do this on their behalf
142
when is panel interviewing more common
when going for higher up positions, but can be evident in any interview
143
what is the difference between a structured and an unstructured interview
a structured interview will ask the same questions of every candidate, whereas an unstructured interview is much more casual and more of a conversation so different people will be asked different questions
144
what is a letter of recommendation
asking questions about the competencies to the previous employer
145
are letters of recommendation common and useful?
they are common, but not always useful because of bias and restricted range (ie. wouldn't get a reference from someone who doesn't like you)
146
what are some examples of employment tests
aptitude, cognitive, physical abilities, personal inventories, work assessment tests and assessment centres
147
are general mental ability tests regarded as a good predictor
they are the best predictor of future job performance because intelligent people will learn quickly
148
what can general mental ability tests often include
verbal, numerical and abstract reasoning
149
what are the five factors most personality inventories are based around and whats the acronym for them
```
OCEAN
openness
Conscientiousness
extraversion
agreeableness
neuroticism
```
150
how would you do an integrity test
personality based
151
when would a physical assesment test be needed
police, army
152
are work sample tests valid
yes (measuring what your meant to be measuring
153
are work sample tests useful for every job
not every job can be performed in advance, and training could be needed first etc.
154
how are people affected by diverse impact in testing
different groups may be disadvantaged in certain tests
155
why do we need performance management
to know what is expected of us,
156
what is a performance appraisal
a formal assessment of someones work accomplishments and feedback
157
what are the two purposes of performance appraisal
evaluation (looking back) and development (looking forward)
158
what is recruitment about
attracting a pool of qualified applicants
159
what inputs are there in team work
team type, team characteristics, team composition
160
what size teams show more agreement
small
161
what tends to happen in big teams
smaller subgroups form
162
what is the right size for a team to be
there is no 'correct' team size. 3-6 tends to be good, but it is contextual
163
what could an initial problem be for a team
adjusting to diversity within the team, this can create challenges initially when they start to work together
164
how can we overcome the difficulties caused by diversity (personality differences etc)
give it time
165
you need time in a team in order to create ____ within that team
synergy
166
what are the five stages of a team growing and starting to work together called
1) Forming - orientation and breaking the ice
2) Storming - conflict and disagreement
3) Norming - establishment of order and cohesion
4) Performing - cooperation and problem solving
5) Adjourning - task completion
167
what is the forming stage of a team
stage 1 - orientation and breaking the ice
168
what is the storming stage of a team
stage 2 - conflict and disagreement
169
what is the norming stage of a team
stage 3 - establishment of order and cohesion
170
what is the performing stage of a team
stage 4 - cooperation and problem solving
171
what is the adjourning stage of a team
stage 5 - task completion
172
what is the idea behind synergy
there's no i in team and the creation of the whole is greater than the sum of its parts - using skills and knowledge of each person effectively to get it done
173
what is cohesiveness
the degree to which members are attracted to and want to remain part of a team
174
what are some traits of individuals in highly cohesive teams
prepared, attend meetings, committed, happy when the team succeeds
175
when is cohesiveness particularly positive for performance
when paired with positive norms
176
how can we increase team cohesion
agreement on the team goal, make everyone the same (increase membership homogeneity), introduce competition with other teams, decrease team size, reward team efforts rather than individual
177
what types of conflict are there
functional and dysfunctional
178
what is functional conflict within a team
substantive issues to do with the task
179
what is dysfunctional conflict within in a team
emotional issues, personality clashes, relationship issues etc
180
what is social loafing
As the group size increases, new members have decreasingly significant impact
181
what is a free loader
someone who does nothing but gets the same result as the rest of the team
182
what is the equation for team effectiveness
quality of inputs + (process cohesion, positive norms and synergy - process conflict and negative norms)
183
what are the three aspects of marketing history
telling and selling, developing and maintaining long term relationships, real time virtual interactions
184
what is the definition of marketing
managing profitable customer relationships (profitable not just in terms of money but also customer satisfaction, engagement etc)
185
what is the marketing process
creating value, communicating that value and capturing value from customers
186
what are the 4P's in the marketing mix
product, promotion, place and price
187
describe the product P in the 4P's of the marketing mix
ideas, services, physical objects etc that satisfy a want or need
188
describe the promotion P in the 4P's of the marketing mix
how do we make people aware of the products we have through promotional activities. the product could be established eg: milo, modified eg: coca-cola, new eg: utopia wines, informational of educational eg: WHO social distancing guidelines, and the promotional method will differ depending on what kind of product it is
189
describe the place P in the 4P's of the marketing mix
distribution, making sure the product is available at the right place at the right time in the right quantities and the art of logistics
190
describe the price P in the 4P's of the marketing mix
what we pay is associated with what we value. the price reflects the cost of making, what people are willing to pay, what the competition is doing and the length of the supply chain (mark up chaining channels)
191
who bought the land from Maori groups
the New Zealand company
