Nature and Concept of Management

Question 1

It is the process of coordinating and overseeing the work performance of individuals
working together in organizations so that they could efficiently and effectively accomplish their
chosen aims or goals.

Answer 1

Management

Question 2

the process of designing and maintaining an environment for efficiently accomplishing selected items”

Answer 2

Management

Question 3

What are the Management functions?

Answer 3

PLOCS

Planning
Leading
Organizing
Controlling
Staffing

Question 4

involves determining the organization’s goals or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and
integration activities.

Answer 4

Planning

Question 5

What are the planning tools?

Answer 5

GAPFS

Gantt Charts
Activity Network Diagram
Plan-Do-Check-Act
Flowchart
Simple Frequency Count

Question 6

It allows prioritization of problems that need to be addressed.

Answer 6

Simple Frequency Count

Question 7

identifies the issues that receive the greatest number of votes as the
main or priority issue

Answer 7

Simple Frequency Count

Question 8

It is a tool that puts key processes in symbolic patterns that are easy to
understand.

Answer 8

Flowchart

Question 9

The symbols in this planning tool represent relationship sequences between and among different tasks.

Answer 9

Flowchart

Question 10

These are useful for scheduling and planning projects and are considered visual tools in implementing action plans.

Answer 10

Gantt Charts

Question 11

It is a planning tool used to diagram activities in sequence from start to finish.

Answer 11

Activity Network Diagram

Question 12

It is a problem-solving model used to improve organizational processes.

Answer 12

Plan-Do-Check-Act

Question 13

Demands assigning tasks, setting aside funds, and bringing harmonious relations among the individuals and workgroups/teams in the organization.

Answer 13

Organizing

Question 14

What are the organizing methods
and structures?

Answer 14

DRRCTJ

Downsizing
Rightsizing
Reengineering
Customer Relations Management
Total Quality Management
Just In Time

Question 15

It involves planned removal of positions or jobs.

Answer 15

Downsizing

Question 16

It involves achieving an appropriate size for effective enterprise performance

Answer 16

Rightsizing

Question 17

This involves an enterprise unit tasked to focus on an interactive relationship with customers.

Answer 17

Customer Relations Management

Question 18

This includes efforts to revolutionize organizational systems and processes to satisfy customer needs.

Answer 18

Reengineering

Question 19

It calls for subassemblies and apparatus to be produced and
delivered to process stages exactly at the time needed.

Answer 19

Just In Time

Question 20

This is an integrative approach to management that supports the realization of customer satisfaction using various tools and techniques that
result in high-quality goods and services

Answer 20

Total Quality Management

Question 21

Indicates filling in the different job positions in the organization’s structure.

Answer 21

Staffing

Question 22

The factors that influence this function include the size of the organization, types of jobs, the number of individuals to be recruited, and some internal or external pressures.

Answer 22

Staffing

Question 23

entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals.

Answer 23

Leading

Question 24

What are the common leadership perspectives?

Answer 24

Charismatic Leadership
Transformational Leadership

Question 25

It is characterized by dominant and self-confident leaders.

Answer 25

Charismatic Leaders

Question 26

They can stimulate a sense of adventure and enthusiasm in their followers.

Answer 26

Charismatic Leadership

Question 27

It is characterized by charisma (or charismatic leadership traits), aptitudes (capabilities of giving their followers individualized attention), and intellectually stimulating qualities.

Answer 27

Transformational Leadership

Question 28

involves evaluating and, if necessary, correcting the performance of the individuals or workgroups/teams to ensure that they are all working toward the previously set goals and plans of the organization.

Answer 28

Controlling

Question 29

What are the approaches used in the control function of management?

Answer 29

FEMP Facilitation and Support Education and communication Manipulation and co-optation Participation and involvement

Question 30

These are commonly used in situations where there is a lack of or inaccurate information.

Answer 30

Education and communication

Question 31

These are commonly used in situations where initiators face a lack of information for the change and other participants have the power to resist the same.

Answer 31

Participation and involvement

Question 32

These are commonly used in situations where adjustments resulting from change must be made.

Answer 32

Facilitation and support

Question 33

These are often the quickest and most inexpensive solution when there is resistance.

Answer 33

Manipulation and co-optation

Question 34

This will all go to waste if coordination, efficiency, and effectiveness are not practiced by an organization’s appointed managers.

Answer 34

Management Functions

Question 35

These practices are applied ensure that all individuals, groups, or teams are harmoniously working together and moving toward the accomplishment of the organization’s vision, mission, goals, and objectives.

Answer 35

Management Functions

Question 36

What are Evolution of Management Theories?

Answer 36

STOG Scientific Management Theory General Administrative Theory Total Quality Management Theory Organizational Behavior Approach

Question 37

This management theory makes use of the step-by-step, scientific methods for finding the single best way to do a job.

Answer 37

Scientific Management Theory

Question 38

He is the proponent of this theory and is known as the father of scientific management.

Answer 38

Frederick W. Taylor

Question 39

When was Frederick W. Taylor was born?

Answer 39

1856

Question 40

When Frederick W. Taylor died?

Answer 40

1915

Question 41

Develop a science for each element of an individual’s work to replace the old rule of thumb method.

Answer 41

Scientific Management Theory

Question 42

Scientifically select and then train, teach, and develop the worker.

Answer 42

Scientific Management Theory

Question 43

Heartily cooperate with the workers to ensure that all work is done in accordance with the principles of the science that have been developed.

Answer 43

Scientific Management Theory

Question 44

Divide the work and responsibility almost equally between management and workers.

Answer 44

Scientific Management Theory

Question 45

This theory concentrates on the manager’s functions and what makes up good management practice or implementation.

Answer 45

General Administrative Theory

Question 46

Who are the personalities most commonly associated with General Administrative Theory?

Answer 46

Henri Fayol and Max Weber

Question 47

When does Henri Fayol died?

Answer 47

1925

Question 48

When does Max Weber died?

Answer 48

1920

Question 49

Henri Fayol was born in?

Answer 49

1941

Question 50

Max Weber was born in?

Answer 50

1864

Question 51

His 19th-century writings were concerned with managerial activities, which he based on his experience as a managing director in a big mining company.

Answer 51

Henri Fayol

Question 52

He believed that management is an activity that all organizations must practice and view it separately from all other organizational activities such as marketing, finance, research and development, and many others.

Answer 52

Henri Fayol

Question 53

A German sociologist, wrote in the early 1900s that ideal organizations, especially large ones, must have authority structures and coordination with others based on what he referred to as “bureaucracy.”

Answer 53

Max Weber

Question 54

Give 7 Henri Fayol’s Management Principles

Answer 54

1.) Work division or specialization 2.) Authority 3.) Discipline 4.) Unity of command 5.) Unity of direction 6.) Subordination of individual interest to general interest 7.) Remuneration or pay 8.) Centralization 9.) Scalar chain of authority 10.) Maintenance of order 11.) Equity or fairness 12.) Stability or security of tenure of workers 13.) Employee initiative 14.) Promotion of team spirit or esprit de corps

Question 55

Bureaucracy According to Max Weber

Answer 55

• Division of labor • Hierarchical identification of job positions • Detailed rules and regulations • Impersonal connections with one another

Question 56

It is a management philosophy that focuses on the satisfaction of customers, their needs, and their expectations.

Answer 56

Total Quality Management Theory

Question 57

They introduced this customer-oriented idea (TQM) in the 1950s

Answer 57

Deming W. Edwards and Joseph M. Juran

Question 58

Deming’s 14 Points for Top Management

Answer 58

1. Create constancy of purpose for improvement of products and services. 2. Adopt the new TQM philosophy. 3. Cease dependence on mass inspection by doing things right and doing it right the first time. 4. End the practice of awarding business on the basis of price tag alone. 5. Constantly improve the system of production and services. 6. Institute training. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans; focus on correction of defects in the system. 11. Eliminate numerical quota for the workforce. 12. Remove barriers that rob people of “pride of workmanship.” 13. Encourage education and self-improvement for everyone. 14. Take action to accomplish the transformation.

Question 59

Fitness of Quality According to Juran

Answer 59

1.) Quality of design 2.) Quality of conformance 3.) Availability 4.) Full service

Question 60

Fitness of Quality According to Juran through market research, product, and concept.

Answer 60

Quality of design

Question 61

Fitness of Quality According to Juran through management, manpower, and technology.

Answer 61

Quality of conformance

Question 62

Fitness of Quality According to Juran through reliability, maintainability, and logistic support.

Answer 62

Availability

Question 63

Fitness of Quality According to Juran through promptness, competence, and integrity.

Answer 63

Full service

Question 64

involves the study of the conduct, demeanor, or action of people at work.

Answer 64

Organizational Behavior Approach

Question 65

Who were the early supporters of this approach.

Answer 65

Robert Owen, Mary Parker Follet, Hugo Munsterberg, and Chester Barnard

Question 66

He noticed the lamentable conditions in workplaces and proposed ideal ways to improve the said conditions.

Answer 66

Robert Owen

Question 67

in the early 1900s, she introduced the idea that individual or group behavior must be considered in organizational management.

Answer 67

Mary Parker Follet

Question 68

In the early 1900s, He proposed the administering of psychological tests for the selection of would-be employees in companies.

Answer 68

Hugo Munsterburg

Question 69

In the 1900s, he suggested that cooperation is required in organizations since it is mainly a social system.

Answer 69

Chester Bernard

Question 70

What are the functions and roles of a manager?

Answer 70

Top-level Managers Middle-level Managers Frontline or Lower-level Managers

Question 71

The general or strategic managers who focus on long-term organizational concerns and emphasize the organization’s stability, development, progress, and overall efficiency and effectiveness.

Answer 71

Top-level Managers

Question 72

They are concerned with the organization’s interrelationships with their external environment.

Answer 72

Top-level Managers

Question 73

Chief executive officers (CEOs), chief operating officers (COOs), presidents, and vice presidents are examples of this.

Answer 73

Top-level Managers

Question 74

They set the company’s general direction by designing strategies and controlling various resources.

Answer 74

Top-level Managers

Question 75

They must also act as organizational guides who must elaborate on the broader purpose of their organizational existence so that their subordinates could identify and be committed to its success.

Answer 75

Top-level Managers

Question 76

Establish high performance standards

Answer 76

Top-level Managers

Question 77

Institutionalize a set of norms and values to support cooperation and trust

Answer 77

Top-level Managers

Question 78

Create corporate purpose and ambition.

Answer 78

Top-level managers

Question 79

The tactical managers in charge of the organization’s middle levels or departments

Answer 79

Middle-level Managers

Question 80

They formulate specific objectives and activities based on the strategic or general goals and objectives developed by top-level managers.

Answer 80

Middle-level Managers

Question 81

Their traditional role is to act as go between higher and lower levels of the organizations and announce and interpret top management priorities to human resources in the middle hierarchical level of the company.

Answer 81

Middle-level Managers

Question 82

They are more aware of the company’s problems compared to managers at the higher level because of their closer contacts with customers, frontline managers, and other subordinates.

Answer 82

Middle-level Managers

Question 83

Develop individuals and support their activities.

Answer 83

Middle-level Managers

Question 84

Link dispersed knowledge and skills across diverse units.

Answer 84

Middle-level managers

Question 85

Manage the tension between short-term purpose and long-term goals

Answer 85

Middle-level Managers

Question 86

Also known as operational managers and are responsible for supervising the organization’s day-to-day activities.

Answer 86

Frontline or Lower-level Managers

Question 87

They are the bridges between management and non-management employees.

Answer 87

Frontline or Lower-level Managers

Question 88

Traditionally, they are controlled and instructed by top- and middle-level managers to follow their orders in support of the organization’s major strategy.

Answer 88

Frontline or Lower-level Managers

Question 89

Lately, their role has been expanded to some large companies, as they are now encouraged to be more creative and intuitive in the exercise of their functions so that they could also contribute to their company’s progress and the development of new projects.

Answer 89

Frontline or Lower-level Managers

Question 90

Create and pursue new growth opportunities for the business

Answer 90

Frontline or lower-level managers

Question 91

Attract and develop resources.

Answer 91

Frontline or lower-level managers

Question 92

Manage continuous improvement within the unit.

Answer 92

Frontline or lower-level managers

Question 93

What are the required skills of a manager?

Answer 93

Human Skills Conceptual Skills Technical Skills

Question 94

This skill enable managers at all levels to relate well with people.

Answer 94

Human skills

Question 95

This skill enable managers to think of possible solutions to complex problems.

Answer 95

Conceptual Skills

Question 96

Through their ability to visualize abstract situations, they develop a holistic view of their organization and its relation to the wider external environment surrounding it.

Answer 96

Conceptual Skills

Question 97

Top-level managers must have these skills in order to be successful in their work.

Answer 97

Conceptual skills

Question 98

This skills are also important for managers, so that they can perform their tasks with proficiency with the use of their expertise.

Answer 98

Technical Skills

Question 99

Lower-level managers find these skills very important because they manage the non-managements workers who employ varied techniques and tools to be able to yield good quality products and services for their company.

Answer 99

Technical Skills