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FNS 400 > Midterm > Flashcards

Midterm Flashcards

1
Q

Management is a process of 5 things:

A
  1. Planning
  2. organizing
  3. staffing
  4. directing
  5. controlling
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2
Q

When you coordinate work activities so that they are completed EFFICIENTLY and EFFECTIVELY by working with and through other people, this is called:

A

management

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3
Q

A GROUP of people working together in a STRUCTURED and COORDINATED way to ACHIEVE GOALS

A

organization

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4
Q

What are the 3 main management concepts?

A
  1. authority
  2. responsibility
  3. accountability
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5
Q

What is authority?

A
  • it is a management concept
  • delegated from top to lower levels of management
  • it is the right of a manager to direct others and take actions because of his position within the organization
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6
Q

What is responsibility?

A
  • it is a management concept
  • it is the obligation to perform assigned activity or see someone else performs it
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7
Q

can responsibility be passed to another person?

A

no

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8
Q

What is responsibility vs. accountability?

A

responsibility = obligated to perform assigned activity
accountability = state of being responsible to one’s self

if someone has responsibility, doesnt mean they have accountability

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9
Q

_____ is doing things right. ______ is doing the right thing

A

efficiency is doing things right. effectiveness is doing the right thing.

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10
Q

what are the 3 different managerial levels?

A
  1. top managers
  2. middle managers
  3. first line managers (supervisors)
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11
Q

These people develop the vision for the future of the org

A

top managers

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12
Q

district managers and regional managers are examples of

A

top managers

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13
Q

These people coordinate activities and implement policies of the organization.

A

Middle managers

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14
Q

department manager is example of

A

middle manager

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15
Q

dietitian is example of

A

middle manager

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16
Q

HR is example of

A

middle manager

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17
Q

unit coordinator is example of

A

middle manager

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18
Q

these people are responsible for supervising employees and are responsible for day-to-day operation activities

A

first line managers (supervisors)

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19
Q

Production managers are examples of

A

first line managers

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20
Q

Training, performance evals, etc are examples of tasks that belong to:

A

first line managers

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21
Q

what is the difference between a general manager and a functional manager

A

A general manager is responsible for all activities of a unit (university foodservice director)

A functional manager is responsible for 1 area of an org’s activity (bar at the restaurant)

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22
Q

a unit manager and assistant unit manager are examples of

A

general managers

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23
Q

what are 3 key roles of managers?

A
  1. interpersonal role
  2. informational roles
  3. decisional roles
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24
Q

figureheads and leaders are primarily concerned with which type of manager roles?

A

interpersonal roles

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25
Q

This manager role focuses on communication

A

informational role

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26
Q

A spokesperson focuses on which type of manager role?

A

informational role

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27
Q

Entrepeneurs and resource allocators are concerned with

A

decisional roles

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28
Q

if you are working on determining new courses of action and unit strategies, you are primarily concerned with

A

decisional roles

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29
Q

What are the 3 skill areas of a manager?

A
  1. technical skills
  2. human skills
  3. conceptual skills
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30
Q

Proficiency in a specific kind of activity, particularly one involving methods and techniques

A

Technical skills

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31
Q

checking food temps, operation of equipment are examples of:

A

technical skills

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32
Q

What is a skill?

A

an ability that can DEVELOPED and is manifested in PERFORMANCE

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33
Q

an ability that can be DEVELOPED, and that is manifested in PERFORMANCE, is called a:

A

skill

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34
Q

______ concerns working with people and understanding behaviour

A

human skills

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35
Q

What are 2 aspects of human skills?

A
  1. leadership with manager’s own unit
  2. skill in intergroup relationships
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36
Q

conflict resolution is an example of

A

human skills

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37
Q

active listening is an example of

A

human skills

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38
Q

interview skills are examples of

A

human skills

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39
Q

the ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect others

A

conceptual skills

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40
Q

_____ are required to recognize interrelations of factors involved in the job

A

conceptual skills

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41
Q

long term planning and setting a vision statement involve

A

conceptual skills

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42
Q

What are the 5 management functions

A
  1. planning
  2. organizing
  3. staffing
  4. directing
  5. controlling
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43
Q

What is the goal of the planning management function?

A

a desired future condition

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44
Q

what is the objective of the planning management function?

A

goal or end point that sets direction for managerial planning

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45
Q

What is the planning management function?

A

establishing organizational objectives and set up procedures to meet them

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46
Q

What is long term planning? what is short term planning

A

long term = 5+ years
short term = less than 1 year

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47
Q

______ is a continuous and systematic process in which people make decisions about intended future outcomes, how outcomes are accomplished, and how success is measured and evaluated

A

strategic planning

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48
Q

____ is a pattern of purposes and policies defining a company and its business

A

strategy is a pattern of purposes and policies defining a company and its business

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49
Q

____ emphasizes assessment of the environment outside and inside the organization

A

strategic planning

50
Q

this is the management function of grouping activities, delegating authority, and coordinating relationships horizontally and vertically

A

organizing

51
Q

this is the management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished

A

staffing

52
Q

____ is supplying the RIGHT PEOPLE to the RIGHT POSITIONS at the RIGHT TIME

A

staffing

53
Q

The process of HR planning, which is included under the staffing management function, include:

A

recruitment - selection - orientation and training - performance appraisal - compensation

54
Q

_____ , part of the staffing management function, is designed to ensure that the org’s labour requirements are continuously met

A

HR planning

55
Q

_____ is the management function of directing human resources for the accomplishment of objectives

A

directing

56
Q

______ is the management function of ensuring that plans are being followed

A

controlling

57
Q

Controlling functions involve:

A

1) measuring actual performance with desired performance
2) Analyzing deviations between actual and desired performance
3) taking correcting action for unacceptable deviations

58
Q

_______ is an organization in which lines of authority, which create order, are established

A

traditional organizations

59
Q

What are 5 key aspects of traditional organizations?

A
  1. org chart
  2. departmentalization (grouping into departments)
  3. Integration (interaction between departments)
  4. delegation
  5. admin systems
60
Q

What are 4 key aspects of new organizations?

A
  1. quality of work life
  2. participative management
  3. team based leadership
  4. generation y
61
Q

the shared philosophies, values, assumptions, beliefs, experiences, attitudes, and norms that knit an organization together

A

corporate culture

62
Q

do all companies have a corporate culture?

A

yes, but they are not always well defined

63
Q

A caring corporate culture typically includes the following items:

A
  1. written mission statement
  2. remind employees of mission statement
  3. hands on management
  4. foster open relationships
  5. empower hourly employees
  6. incentivize performance
  7. give employees ownership stake
64
Q

positive corporate cultures have the following 5 items in common:

A
  1. integrity - build trust between people and the org
  2. bottom up style of management
  3. having fun
  4. community involvement
  5. emphasis on physical health and fitness
65
Q

These define the organization’s purpose and primary objectives

A

mission statement

66
Q

mission statements are set in which tense?

A

present

67
Q

these explain why you exist as a business, both to members of the organization and to people outside of it

A

mission statements

68
Q

What is the difference between a corporate vision statement and a mission statement?

A

corporate vision statement = focuses on goals and aspirations. uplifting. timeless

mission statements = outline purpose

69
Q

Labour can be divided vertically, horizontally, or as a matrix in order to obtain:

A

synergy

70
Q

what type of division of labour is typical?

A

vertical and horizontal

71
Q

the process of assigning job activities and authority to specific employees within an organization

A

Delegation

72
Q

what are the benefits of delegation?

A
  1. develops potential of subordinates?
  2. frees up managers for conceptual activities
73
Q

What are 3 important elements of effective delegation?

A
  1. specific tasks must be CLEARLY ASSIGNED and UNDERSTOOD
  2. authority must be granted to give people power
  3. responsibility must be created and accountability must be embraced
74
Q

Another way to say “span of control”

A

span of management

75
Q

the # of employees that can be effectively supervised by one manager

A

span of management

76
Q

Span of management depends on 6 items:

A
  1. organizational policies
  2. availability of staff experts
  3. competency of staff
  4. objective standards
  5. nature of work
  6. distribution of workforce
77
Q

_____ span of management meens more employees can be managed by 1 person

A

bigger

78
Q

_____ is inherent in any organization

A

authority

79
Q

What are the 3 different types of authority?

A
  1. formal authority
  2. acceptance authority
  3. authority of competence
80
Q

this type of authority goes from top to bottom, and exists because of positions in the organization

A

formal authority

81
Q

government is an example of this type of authority

A

formal authority

82
Q

this type of authority is based on employees acceptance of that authority

A

acceptance authority

83
Q

What is authority of competence?

A
  • it is expertise based on technical knowledge and experience
  • command is accepted because employee believes person is knowledgable
84
Q

_____ is the process of grouping jobs according to logical arrangement. It uses a pattern of task authority relationships to divide work based on job specialization

A

departmentalization

85
Q

Departmentalization is often categorized by 1 of 6 categories:

A
  1. function
  2. product
  3. geography
  4. customer
  5. process
  6. equipment
  7. time
86
Q

if people are grouped together as dietitians, this is departmentalizing according to:

A

function

87
Q

what are the benefits of functional departmentalization?

A
  1. allows specialization within functions
  2. provides efficient use of equipment
88
Q

what are the benefits of geographical departmentalization?

A
  1. permits use of local personnel
  2. creates goodwill and a responsiveness to local customers
89
Q

What is the difference between line position and staff position?

A

line position is in direct chain of command repsonsible for achieving an org goal (formal authority)

staff position provides expertise, advice, support for line position (middle manager or top manager)

90
Q

The process of linking activities of various departments in an organization is called:

A

coordination

91
Q

What is motivation?

A

Motivation is an inner force that moves a person towards achieving a goal
Needs –> Motivates –> Achievement

92
Q

What are symptoms that result if people cannot satisfy their needs? (8)

A
  1. withdrawal
  2. aggression
  3. substitution
  4. compensation
  5. reversion/regression - acting like a child
  6. repression
  7. projection
  8. rationalization
93
Q

what is the difference between a motive and motivation?

A

A motive is something that prompts a person to action, whereas a motivation is an inner force that moves a person to achieve a goal.

94
Q

What are the 5 theories of motivation?

A
  1. need hierarchy (Maslow)
  2. achievement-power affiliation
  3. two-factor
  4. expectancy theory
  5. reinforcement
95
Q

What is need hierarchy (5 theories of motivation)?

A

Example 1: Maslow’s hierarchy of needs
- People are motivated by a desire to satisfy specific needs, arranged in the following order:
A) physiological
B) safety
C) social - need for long
D) Esteem - self respect and worth
E) self-actualization - needs to fulfill one’s potential
- each needs is prepotent (has greater influence) over all higher level needs intil it has been satisfied

Example 2: existence related growth theory
- states that human needs can be grouped into 3 categories that are NOT hierarchical: the need for, EXISTENCE (food water), RELATEDNESS (involvement with family and friends) and GROWTH
- has the frustration-regression principle - which suggests that if higher level growth needs were not met the employee would become frustrated and regress to lower level relatedness or existence needs

96
Q

What is achievement-power-affiliation (5 theories of motivation)

A
  • Mclelland
  • needs are learned and socially acquired as we interact with our environment
  • says all people have 3 needs:
    1) need to achieve
    2) need for power
    3) need for affiliation

Somone who has high need to achieve: responds to goals, seeks challenges but attainable goals, moderate risk, more concern with personal achievement than success, wants concrete feedback, takes personal responsibility for finding solutions to problems, has high energy and willingess to work hard. Managerial and sales positions. Want to get ahead and get stuff done. Task oriented. Foodservice manager who has high need for achievement may sometimes lack human skills and patience. increased responsibility and feedback.

Someone who has high need for power: likes competition and dominating, want to exert influence, want to confront others. There are 2 aspects of power: positive use of power (needed for managers) and negative use of power (when used for personal benefits)

Someone who has high need for affiliation: want to be liked by others and establish friendships, likes social activities and joins organizations.

97
Q

What is 2-factor motivation (3rd of 5 theories of motivation)

A
  • Herzberg
  • focuses on the rewards or outcomes of performance that satisfies needs
  • focuses on 2 sets of rewards that satisfy needs: needs related to job satisfaction (motivating factors - related to environment or content of the job) and job dissatisfaction (maintenance factors - related to environment or context of the job)

the maintenance factors are necessary to maintain minimum satisfaction. employees are unhappy if they dont have maintenance factors, but the presence of maintenance factors doesnt make them happier.

the presence of some job factors can make some people happy, but the absence of these factors may not make some people unhappy.

people didnt like his theory, but it had a major impact on managers’ awareness of the need to increase motivation in the workplace

98
Q

_____s theory of motivation provides insights into the goals and incentives that satisfy needs

A

Herzbergs 2 factor theory of motivation

99
Q

according to herzberg’s 2 factor theory, factors related to satisfaction (motivators) include:

A
  1. achievement
  2. recognition
  3. responsibility
  4. advancement
  5. the work itself
  6. potential for growth
100
Q

according to herzberg’s 2 factor theory, factors related to dissatisfaction (hygiene factors) include:

A
  1. pay
  2. supervision
  3. job security
  4. working conditions
  5. organizational policies
  6. interpersonal relationships
101
Q

what is expectancy theory (4th theory of motivation)

A
  • based on the belief that people act in a way to increase pleasure and decrease displeasure
  • explains behaviour in terms of a person’s goals, choices, and expectation of achieving these goals
  • people are motivated to work if they think it will pay off
    increased effort leads to increased performance leads to increased reward
  • part 2: orgs assume all rewards are valued by all employees, which is false. valence is the value an employee places on rewards offered by the org

So, the factors of EXPECTANCY and VALENCE determine motivation, and BOTH MUST BE PRESENT FOR A HIGH LEVEL OF MOTIVATION.

high expectancy alone doesnt ensure motivation
high valence alone doesnt ensure motivation

example: employee might place high value on money (valence) but low expectancy on getting it

explains how the goals of employees influence behaviour at work

102
Q

what is the issue with the needs approach to motivation?

A

it doesnt account adequately for differences among individual employees or explain why people behave in many different ways when accomplishing the same goal

103
Q

this theory of motivation explains how the goals of employees influence behaviorus at work

A

expectancy theory

104
Q

what is reinforcement theory (5th theory of motivation)

A
  • skinner
  • people behave in a certain way because they have learned that certain behaviours are associated with positive and negative outcomes
  • operant conditioning / behavioural modification
  • deal with how the conseqences of a past action infleunce future actions in a cyclical learning process
  • people follow rules at work ecause they learned they will get in trouble
  • reinfornces are not always rewards or positive
  • management should use positive reiforces like rewards
105
Q

_____ is the process of influencing the activities of a person or group in efforts toward achieving a goal.

A

leadership
leadership is a function of the leader, the follower, and other situational variables.
L = f(l,f,s)

106
Q

A leader’s influence potential is called

A

power

107
Q

What are the 7 bases of power?

A
  1. legitimate power - come from holding formal position.the higher the position, the more legitimate power
  2. reward power - comes from authority to reward (ie pay)
  3. coercive power - comes from authority to punish (fire)
  4. expert power - comes from those who are viewed as competent at their job
  5. referent power - charisma. well liked and admired by others
  6. informational power - has more info than others
  7. connection power - connected to important people
108
Q

What are the different philosophies of human nature?

A
  1. mcgregor theory x and y
  2. argyris’s immaturity-maturity theory
109
Q

what are the 3 basic leadership styles?

A
  1. autocratic - makes the most decisions
  2. laissez-faire - allows the group to make decisions
  3. democratic - guides and encourages the group to make decisions

each differ in terms of responsibility of decision making. which is best? used to say democratic. now none

110
Q

What are likerts 4 leadership styles

A
  1. exploitative autocratic - threats
    benevolent autocratic - minor deicions made my 2. employees, but comunication upward is ignored. small rewards but threat is norm
  2. consultative - info flows both ways but all decisions from top
  3. participative
111
Q

the blake mouton managerial grid has 2 concerns

A
  1. concern for completing task - x axis
  2. concern for people - y axis

identifies 5 leadership styles

112
Q

what are the 7 leadership styles identified by blake and mouton leadership grid (concern for task concern for people)

A
  1. impoverished managaement - (1,1)
    - laissez-faire style
    2 authority obedience management (9,1)
    - mcregor theory x
    - autocratic style
    - wants to complete tasks and nothing else
  2. country club managemenet (1,9)
    - create safe environment, minimal conflict
    - accomodoating
    - yield and comply
  3. team management (9,9)
    - want decision making, feeling valued
    - Mcgregory theory y of motivating people
  4. middle of road management (5,5)
    - less effective
    - compromises effective performance
    - weakest
  5. Paternalistic management (9,1 ; 1,9)
    - manage perscribes, guides, defines initiatives, praise, discourage challenges
  6. opportunistic management (1.1)(1,9)(9,1)(9,9)
113
Q

What is tannenbaum’s leadership continuum?

A
  • shows the range of leadership styles that a manager might use
  • one end is style that involves making a decision and telling subordinates that decision
  • other end is delegation of the responsibility for the decision to subordinates
  • tells decision –> sells decision –> discusses decision –> asks for input on decision –> collaborates on decision –> delegates responsibility

3 components affect the ledaership approproiate in a certain situation: the manager, subordinates, and situation

employees can employee a variety of approaches depending on the situation

114
Q

what is the path-goal leadershp model

A
  • a contingency model to relationships
  • focuses on the leader’s effect on the subordinate’s motivation to perform
  • based on the expectancy concept about excpectancies and vlances
  • asumes people react rationally to pursuing certain goals because those goals will result in high value payoffs
  • the degree to which the leader can be effective in eliciting work-goal-directed behaviour depends on the situation
  • focuses on 4 types of leadership:
    1) directive
    2) supportive
    3) achievement orientated
    4) participative

locus of control: people rely on internal or external sources
internal locus of control: people who attribute task success or failure to their own strengths and weaknesses
external locus of control: people who attribute task success or failure to the situation

115
Q

what are the 6 keys to effective leadership?

A
  1. develop a vision
  2. trust your subordinates
  3. encourage risk
  4. simplify
  5. keep your cool
  6. invite dissent
116
Q

how we can help people develop as a leader?

A
  1. 360 degree feedback
  2. networking
  3. executive coaching
  4. mentoring
    5/ job assignment
  5. action learning
117
Q

what are the 7 habits of highly effective people?

A
  1. be proactive
  2. begin with the end in mind
  3. put first things first
  4. think win/win
  5. seek first to understand, then to be understood
  6. synergize
  7. sharpen the saw
118
Q

What are linking processes? What are the 3 linking processes?

A

Linking processes are needed to coordinate the activities of the system so they can accomplish goals and objectives.

Linking processes are integral to management’s effectiveness in transforming inputs to outputs

  1. decision making
  2. communication
  3. balance
119
Q

What are the 3 stages of the decision-making process?

A
  1. define the problem
  2. identify possible courses of action
  3. select a certain course of action

Managerial decisions (all stages)
non-managerial decisions (the selection stage)

120
Q

you need 3 conditions to make decisions

A
  1. certainty
  2. risk
  3. uncertainty

FNS 400 (1 decks)

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