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2nd Semester > Orgma Skuma Finale Quiz before the storm > Flashcards

Orgma Skuma Finale Quiz before the storm Flashcards

1
Q

involves the social and informal sources of
influence that you use to inspire action taken by others.

A

Leading

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2
Q

Leading involves?

A

the social and informal sources

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3
Q

It means giving instructions, guiding, counselling,
motivating and directing the staff in an organization in
doing work to achieve organizational goals

A

Leading

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4
Q

LEADERS (Write down characteristics)

A

ask questions
inspire & motivate
people-oriented
show you how
calculated risk taker
Doing the right things (efficiency)

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5
Q

MANAGERS (Write down characteristics)

A

give direction
instruct
task-oriented
tell you what
minimize risks
Doing things right (effectiveness)

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6
Q

encourages individuals
to work enthusiastically, often
performing more work than what is
required.

A

Motivation

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7
Q

THEORIES OF MOTIVATION (List Em)

A

MASLOW’S
HIERARCHY OF
NEEDS

MCCLELLAND’S
THEORY OF NEEDS

MCGREGOR’S
THEORY X AND
THEORY Y

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8
Q

A person will be motivated when all his
needs are fulfilled.

A

MASLOW’S HIERARCHY OF NEEDS

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9
Q

People do not work for security or
money, but they work to contribute and
to use their skills.

A

MASLOW’S HIERARCHY OF NEEDS

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10
Q

He demonstrated this by creating a
pyramid to show how people are
motivated and mentioned that one
cannot ascend to the next level unless
lower-level needs are fulfilled.

A

MASLOW’S HIERARCHY OF NEEDS

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11
Q

Achieving one’s
creative
activities

A

Self Actualization

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12
Q

Prestige and feeling of accomplishment

A

Esteem needs

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13
Q

intimate relationships, friends

A

Belongingness and love needs

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14
Q

Security, safety

A

Safety needs

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15
Q

Food, water, warmth, rest

A

Physiological needs

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16
Q

List the hierarchy of needs in order

A

1) Self Actualization
2) Esteem needs
3) Belongingness and love needs
4) Safety needs
5) Physiological needs

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17
Q

was a psychologist who studied positive
human qualities and the lives of exempla-
ry people. In 1954, Maslow created the
Hierarchy of Human Needs and
expressed hS theories in his book.

A

Abraham Harold Maslow

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18
Q

A person’s
motivation to reach his or
her full potential. As shown
in Maslow’s Hierarchy of
Needs, a person’s basic
needs must be met
before self-actualized-
can be
achieved.

A

Self-Actualization

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19
Q

affirms that we all
have three motivating drivers, which do
not depend on our gender or age.

A

David McClelland

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20
Q

One of these drives will be dominant in
our behavior. The _______________
depends on our life experiences.

A

dominant drive

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21
Q

THREE MOTIVATORS

A

POWER, ACHIEVEMENT, AFFILIATION

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22
Q

need for controlling own
work or the work of others

A

POWER

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23
Q

need to accomplish
competence

A

ACHIEVEMENT

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24
Q

need for love, belonging
and social acceptance

A

AFFILIATION

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25
Q

They are concerned about
their level of influence than
about effective work
performance.

A

POWER

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26
Q

They prefer tasks that
provide for personal
responsibility.

A

ACHIEVEMENT

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27
Q

They are motivated by
being liked and accepted
by others.

A

AFFILIATION

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28
Q

_________ THEORY X

AND THEORY Y

A

MCGREGOR’S

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29
Q

(authoritative style of management)
leaders assume that some employees
are: (List em)

A
  • lazy or not motivated by the work
  • unambitious
  • avoid responsibility
  • self-centered
  • prefers to be directed
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30
Q

Theory X what system is effective?

A

Reward or punishment system is effective

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31
Q

(authoritative style of management)

A

THEORY X

32
Q

THEORY Y
(participative style fnanagement)
leaders assumes that subordinates do
not: (LIST EM)

A
  • dislike the work
  • self-motivated
  • creative
  • seeks responsibility (leadership roles)
  • self-directed
33
Q

THEORY Y does not bode well with?

A

Threats of punishment are far less effective

34
Q

It is also known as authoritarian
leadership.

A

AUTOCRATIC

LEADERSHIP STYLE

35
Q

AUTOCRATIC

LEADERSHIP STYLE is also known as?

A

authoritarian
leadership.

36
Q

The boss has absolute control over
decisions in the workplace

A

AUTOCRATIC

LEADERSHIP STYLE

37
Q

Team members are expected to
comply with all decisions and
orders made by their leader.

A

AUTOCRATIC

LEADERSHIP STYLE

38
Q

It is sometimes known as participative
leadership.

A

DEMOCRATIC

LEADERSHIP STYLE

39
Q

DEMOCRATIC

LEADERSHIP STYLE is sometimes known as?

A

participative
leadership.

40
Q

Leaders involve team members in
the decision-making process.

A

DEMOCRATIC

LEADERSHIP STYLE

41
Q

Employees feel motivated to
participate in decision-making.

A

DEMOCRATIC

LEADERSHIP STYLE

42
Q

It is the extreme opposite of autocratic
leadership. It has lack of clear leader
role.

A

LAISSEZ-FAIRE
LEADERSHIP STYLE

43
Q

leaves the
decision-making up to their team
members.

A

LAISSEZ-FAIRE
LEADERSHIP STYLE

44
Q

It is an effective way to lead a team
composed of highly skilled, highly
specialized individuals

A

LAISSEZ-FAIRE
LEADERSHIP STYLE

45
Q

“EFFICIENCY IS DOING
THINGS RIGHT;
EFFECTIVENESS IS DOING
THE RIGHT THING”

  • ????
A

PETER DRUCKER

46
Q

is a management function
involves ensuring the work
performance of the
organization’s members are
aligned with the
organization’s values and
standards through
monitoring, comparing, and
correcting their actions.

A

Controlling

47
Q

Why is Management Control Important?

A

It makes sure that the
firm’s operating cash
flow is sufficient,
efficient, and, if
possible, profitable
when invested.

48
Q

The Control Process

A

1) Establishing
Standards
2) Measuring and comparing
actual performance with
standards
3) Taking action

49
Q

means setting criteria
for performance.

A

Establishing
Standards

50
Q

is essentially the
monitoring of
performance

A

Measuring actual
performance and
comparing it with set
standards

51
Q

involves the correction
of deviations from set
standards

A

Taking action

52
Q

are techniques used for measuring an
organization’s financial stability, efficiency, effectiveness,
production output, and organization members’ attitude and
morale.

A

Control Methods

53
Q

It makes use of data and different quantitative tools for
monitoring and controlling production output.

A

Quantitative Methods

54
Q

Quantitative Methods (list em)

A

Charts, Budgets, Audit

55
Q

most widely recognized
quantitative

A

CHART

56
Q

used as control tools normally
contrast time and performance

A

CHART

57
Q

provides the quickest method
of relating data

A

CHART

58
Q

It is considered the best-known
control device.

A

BUDGET

59
Q

is an expression in
financial terms of a plan for
meeting the organization’s goals
for a specific period.

A

BUDGET

60
Q

It is an instrument of planning,
management, and control.

A

Budget

61
Q

Budgets are used in two ways:

A

To establish facts that must be taken into account during
planning;

To prepare a description and financial information to be used
by the chain of command to request and manage funds.

62
Q

provides an independent audit of programs,
activities, systems, and procedure.

A

Audit service

63
Q

It also provides an independent audit of other operations which
involve the utilization of funds and resources as well as the
fulfillment of management goals.

A

Audit service

64
Q

These refer to the overall control performance instead of
only those of specific organizational processes.

A

Non-quantitative Methods

65
Q

These methods use tools such as inspections, reports,
direct supervision, and on-the spot-checking and
performance evaluation or counseling to accomplish goals.

A

Non-quantitative Methods

66
Q

Types of Non-Quantitative Methods

A

Feedforward
Control, Concurrent
Control, Feedback Control, Employee
Discipline, Project
Management

67
Q

A control method that prevents
problems in a firm because
managerial action is taken before
the actual problem occurs.

A

Feedforward
Control

68
Q

It is a method that takes place
while work activity is happening.

Example: Direct supervision or
management by walking around.

A

Concurrent
Control

69
Q

It is a control that takes place
after the occurrence of the
activity.

A

Feedback Control

70
Q

It is

disadvantageous because, by the
time the manager receives the

information, the problem had
already occurred.

A

Feedback Control

71
Q

This includes workplace privacy,
employee theft, and workplace

violence, among others, are some
of the concerns in employee

discipline.

A

Employee
Discipline

72
Q

It ensures that the task of getting
a project’s activities done on
time,

within the budget, and according
to specifications, is successfully

carried out

A

Project
Management

73
Q

is the control that makes use of the balance sheet, income
statement, and cash flow statement to analyze and
examine financial statements in order to determine the
company’s financial soundness and viability, as well as
financial ratios to determine the company’s stability.

A

Management control in accounting and finance

74
Q

Management control in accounting and finance determines what?

A

determine the company’s financial soundness and viability, determine the company’s stability.

75
Q

is the control that makes use of projected sales or forecast,
statistical models, econometric modeling, surveys,
historical demand data, and actual consumption of their
products.

A

Management control management control in marketing

2nd Semester (48 decks)

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