org man Flashcards
(118 cards)
1
Q
the art of getting things done through people
A
mary parker follet (1868-1933)
2
Q
mother of modern management
A
mary parker follet (1868-1933)
3
Q
an art of knowing what to do, when to do and see that it is done in the best and cheapest way.
A
frederick taylor (1856-1915)
4
Q
father of scientific management
A
frederick taylor
5
Q
“Taylorism”
A
frederick taylor
6
Q
to manage is to forecast and to plan, to organize, to command, to coordinate and to control.
A
henri fayol (1841-1925)
7
Q
father of principles of management
A
henri fayol
8
Q
fayolism
A
henri fayol
9
Q
a multi-purpose organ that manages the business and manages managers ad manages workers and work
A
peter ferdinand drucker (1909-2005)
10
Q
“managers are not born, they’re made”
A
peter ferdinand drucker
11
Q
was an austrian american management consultant
A
peter ferdinand drucker
12
Q
is the process of dealing with or controlling
A
management
13
Q
responsible for the application and performance of knowledge
A
manager
14
Q
has to be improve, challenged, and increased constantly, or it vanishes
A
knowledge
15
Q
characteristic of management
A
Management is goal-oriented
Management is universal
Management is continuous process
Management is multi-disciplinary
Management is intangible force
Management is situational
Management is both a science and an art
16
Q
nature of management:
A
Management as discipline
Management as a group of people
Management as a process
17
Q
study of discipline. Vast and broad theoretical foundation of universally accepted principles, concepts, foundation, and techniques.
A
Management as discipline
18
Q
People perform managerial activities. Always viewed within the context of an organization.
A
Management as group of people
19
Q
Refers to a series of actions that achieve something. Systematic series of steps intended to achieve a predetermined target or goal.
A
Management as a PROCESS
20
Q
consists of board of directors, chief executive or managing director.
A
Top level
21
Q
is a person in an organization who directly supports and helps activate and consolidate
A
manager
22
Q
consists of managers and departmental managers
A
middle level
23
Q
consists of supervisors, foreman, section officers, superintendent
A
low level
24
Q
The ability to think analytically and achieve integrative problem solving.
A
Conceptual skills
25
The ability to work well in cooperation with other persons.
Human skills
26
The ability to apply expertise and perform a special task with proficiency
Technical skills
27
5 functions of management
PLANNING
ORGANIZING
LEADING
STAFFING
CONTROLLING
28
determining what strategies to use, what actions to take, and deciding what resources are needed to achieve the goals
PLANNING
29
central functions of management
PLANNING
30
setting goals and objectives
PLANNING
31
process of establishing worker relationships allows workers to work together to achieve their organization's goals
organizing
32
execution of the plan happens
organizing
32
this function involves articulating a vision, energizing employees, inspiring and motivating people.
LEADING
32
inspiring to become high performers
LEADING
33
recruiting and selecting employees for positions within the company
STAFFING
34
evaluate how well you are achieving your goals, improving performance, taking actions
controlling
35
feedback mechanism of management
controlling
36
what theory is "14 priniciple of management" henry fayol
administrative management theory
37
who said "14 priniciple of management" ___________
henry fayol
38
who said "focuses on the human aspect of life"
Elton mayo
39
- Hawthorne theory
- Maslow hierarchy of needs
Elton mayo
40
of the firm is also known as the "microenvironment"
general environment
41
general environment of the firm is also known as the "______________"
microenvironment
42
it consist of the most general elements that can potentially influence the strategic and long-term decisions of the firm
general environment or microenvironment
43
broader society dimensions that influence an industry and the firms within it
general environment
44
grouped into 7 dimensions or environmental segments
Demographic
Economic
Political/Legal
Sociocultural
Technological
Global
Physical
45
laws and regulations
Political/Legal
46
population's size, age structure, geographic distribution, ethnic mix, and income distribution
demographic
46
nature and direction of the economy
Economic
47
society's attitudes and cultural values
Sociocultural
48
new technologies and firms that create them
Technological
49
new global markets, existing markets that are changing, and their characteristics
Global
50
These are two analysis tools offer valuable insights into the organization and its position in the world
SWOT and PEST Analysis
50
potential and actual changes in physical environment and business practices
Physical
51
It provides an objective look and information a manager need to make a mature and favorable decision
SWOT and PEST Analysis
52
is a tool for documenting internal strength (s) weaknesses (W) in your business, as well as external opportunities (O) and threats
SWOT analysis
52
SWOT MEANING:
S- strength
W- weaknesses
O- oppurtunities
T-threats
53
P -
E-
S-
T-
P - Political
E-Economic
S-Social
T-Technological
54
is a management method whereby an organization assesses its macro external factors that influence its operation in order to become more competitive in the market.
pest analysis
55
is the process of setting objectives and determining ways to achieve them.
Planning
56
Planning Serve as "blueprint" for action
Planning
57
Planning serve as "_________" for action
blueprint
58
"Corporate level", long-term plan, 3-7 years
Strategic plans
59
S-
M-
A-
R-
T-
S-pecific
M-easurable
A-ttainable
R-elevant
T-ime-bound
60
Involves analyzing competitive opportunities & threats, as well as the strengths & weaknesses of the organization, & determining how to position the organization to compete effectively in their environment.
Strategic plans
61
Creates the blueprint for the larger strategic plan. These plans are often short-term and are carried out by middle- level managers.
Tactical plans
61
"Functional level", short-term plan, 1 year
Operational plans
61
"Business level", medium-term plan, 1-2 years
Tactical plans
62
Covers the entire organization's goals & objectives and puts into practice the ways & action steps to achieve the strategic plans. Very short term plans, usually less than a year.
Operational plans
63
The process of identifying alternative courses of action that can be implemented to meet the needs of changing circumstances.
CONTINGENCY PLAN
63
5 PLANNING TOOLS and TECHNIQUES
FORECASTING
CONTINGENCY PLAN
SCENARIO PLANNING
BENCHMARKING
STAFF PLANNERS
64
The process of making assumptions about what will happen in the future. It may be done qualitatively or quantitatively.
FORECASTING
65
Is a long-term version. identifies several alternative future scenarios that may occur.
SCENARIO PLANNING
66
A technique that makes use of external comparisons to better evaluate current performance and identify possible actions for the
BENCHMARKING
67
is the process of arranging people and other resources to work together to accomplish predetermined goals.
ORGANIZING
68
Hiring or seeking help of persons who do the planning for them and will present the plan for decision-making.
STAFF PLANNERS
69
The framework that defines the boundaries of a formal organization
Organization Structure
70
a structure of well-defined jobs each bearing a measure of authority and responsibility
Formal Organization
71
a network of personal and social relationships
Informal Organization
72
The reporting structure and division of labor in an organization
Organization Chart
73
The legitimate right to make decisions and to tell other people what to do
Authority
74
→The assignment of a task that an employee is supposed to carry out.
Responsibility
75
The expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance.
Accountability
76
6 NATURE OF ORGANIZING:
Division of labor
specialization
centralized organization
Decentralized organization
Span of control
Tall, flat
77
The assignment of different tasks to different people or groups.
Division of labor
78
A process in which different individuals and units perform different tasks.
Specialization
79
An organization in which high-level executives make most decisions.
Centralized organization
80
An organization in which lower-level managers make important decisions.
Decentralized organization
81
Units that support line departments
Line and Staff Organization
81
It shows the authority and responsibility relationships between the various positions
Organizational Structure
81
The number of subordinates who report directly to an executive or supervisor
Span of control
82
Departmentalization around specialized activities such as Marketing and Sales, Production and Operations, Accounting and Finance and Human Resources.
Functional Organization
83
Departmentalization that groups units around
Divisional Organization
84
is the management function that devotes itself to acquiring, training appraising, and compensation employees
staffing
85
process of getting detailed information about jobs
job analysis
86
is the process of gathering and analyzing information about the content and the human requirements
job analysis
87
getting the right number of qualified people into the right job at the right time
human resource planning
88
determining the future human resource needs of an organization in light of the organization objectives
human resource forecasting
89
the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
SELECTION
90
the organization seeks applicants for potential employee
recruitment
91
type of TESTING
Aptitude test
Psychomotor tests
Interest tests
Psychological tests
Polygraph tests
92
- measure a person's capacity or potential ability to learn
Aptitude test
93
measure a person's strength, dexterity, and coordination Job knowledge tests - measure the job- related knowledge possessed by a job applicant
Psychomotor tests
94
determine how a person's interests compare with the interests of successful people in a specific job
Interest tests
95
measure personality characteristics
Psychological tests
96
popularly known as lie detector tests, record physical changes in the body (blood pressure, pulse, respiration, and skin conductivity) as the test subject answers a series of questions
Polygraph tests
97
TYPES OF EMPLOYMENT INTERVIEW
STRUCTURED INTERVIEW
SEMI-STRUCTURED INTERVIEW
SITUATIONAL INTERVIEW
UNSTRUCTURED INTERVIEW
ONE-ON-ONE INTERVIEW
BOARD (OR PANEL) INTERVIEW
GROUP INTERVIEW
STRESS INTERVIEW
98
uses a predetermined outline
STRUCTURED INTERVIEW
99
prepares major questions in advance but has flexibility to use techniques such as probing questions
SEMI-STRUCTURED INTERVIEW
100
put the prospective employee in action situations that might be encountered on the job
SITUATIONAL INTERVIEW
101
conducted without a predetermined checklist of questions
UNSTRUCTURED INTERVIEW
101
one interviewer is assigned to interview the applicant
ONE-ON-ONE INTERVIEW
102
two or more interviewers conduct the interview
BOARD (OR PANEL) INTERVIEW
103
questions several interviewees together in a group discussion
GROUP INTERVIEW
104
It is the process of giving new employees important information about their
JOB ORIENTATION
105
designed to place the interviewee under pressure
STRESS INTERVIEW
106
It refers to educational activities within a company created to enhance the knowledge and skills of employees while providing information and instruction on how to better perform specific tasks.
TRAINING AND DEVELOPMENT
107
higher pay, higher status, higher performance
PROMOTION
