Principles Of Management Flashcards
(96 cards)
1
Q
What the planning is?
A
Planning is the process, when the managers set the goals and describe the way to attain it. There are to major components: the goal statement “what” and the action statement “how”.
2
Q
Why do managers create the plans? (Reasons)
A
- providing directions to managers and non-managers
- reacting to the changes of environment
- set the goals
- create the road map for the future activities
- detect strength and weakness of the company
- increase economic efficiency
- make control process easier
3
Q
Four plan criterias
A
- Breadth
- Time-frame
- Specifity
- Frequency of use (частота использования)
4
Q
What is plan criteria “breadth”
A
This criteria included:
- Strategic (institutional) Plans is the long-term plans for Organisation (company)
- Operational plans is a short-term plans for the organizational area
5
Q
What is plan criteria “time-frame”?
A
Short-term plans (1 hour - 1 year), medium-term plans (1-3 years), long-term plans (3+ years)
6
Q
What is plan criteria “specifity”?
A
- Directional plan - flexible plans, which are easy to change
- Specific plan - clearly defined plan and can’t be changed
7
Q
What is plan criteria “frequency of use”?
A
- Standing plans (постоянные планы) - gives the reconciliations for the MAIN rules, policies and conditions of organization
- Single-use plans - describe terms for unique situations
8
Q
What does SMART goal technique mean?
A
S- specific
M - mensurable
A - Archivable
R - realistic
T - time-bounded
9
Q
What is Demig-Cycle?
A
- Plan
- Do
- Check
- Act
(1-7)
10
Q
What is the Management by objectives (MBD) method?
A
MBD is the process of setting agreed goals and evaluate the performance of employers using it.
1) Set the goal
2) divide it between departments
3) department managers set the goals for their departments and communicate with other department-managers
4) the plan to archive goals discuss between all employers
5) Plan discuss and agrees between all managers
6) plan makes
7) Plan is Reviewed and employers have a feedback
8) Successful archived goals rewards
11
Q
What is OKR method?
A
OKR - objectives and Key results
The whole team (company) knows about the objectives and key results
12
Q
Which factors influence to plan development?
A
1) organizational levels
2) the environmental uncertainty
3) Plan time-frame
13
Q
Describe the planning process
A
1) Determine the present stage of company (strength and weakness)
2) Set future goals
3) Set predictions about the future and examine information about environment
4) Make a plan (determine the course of actions)
5) Analyzing plan and making changes
14
Q
History of management: Who discovered the discipline of management and when?
A
Frederic Taylor, 1911 year
15
Q
Frederic Taylor’s principles
A
- scientific methods of studying helps managers to find more effective ways of task-making
- workers are assigned to ask according to their skills and motivation
- A workers performance is monitored and checked against key performance indicators
- The steps of work are divided by managers and employees the way that manager can focus on time planning and training, while workers do the tasks efficiently.
- Functions that managers perform: planning, organising, commanding, coordinating, controlling
16
Q
What is “Howthorne effect”?
A
is more positive changes when managers give more attention to workers
17
Q
What means the system theory?
A
it explains the company like an open, productive, socio-technical system
18
Q
what is “open systems” and “close systems”?
A
Open systems are influenced by and interning with the environment around them (Открытые системы находятся под влиянием окружающей среды).
Closed systems are without interactions with with the environment.
19
Q
company triangle is
A
- Top: upper (top/ exclusive) management - making decisions
- Second level: middle management - manage the work of first-line managers
- First-line management - control the work of employers
- Employees
20
Q
What are the functions of managers?
A
(define the goals)
Planning, Organising, Leading, Controlling = achieving the started purposes
21
Q
additional functions of managers:
A
environmental scanning, customer relations and marketing, community relations, internal consulting (консультант внутри компании)
22
Q
Which roles do managers plays?
A
- informational
- Interpersonal (межличностый) - contact person, motivates people
- Decisional (decisión-making)
23
Q
Which skills does manager should have?
A
technical skills, human resources skills, conceptual skills (optimise, analyse)
24
Q
What is “formal organisation”?
A
Formal organisation is defines relationships, responsibilities and connections inside the organisation, which shows roles , responsibilities and the flow of information (поток информации). The formal organisation works the way to define the purposes and recruiting people follow this tasks.
25
What is "informal organisation"?
Informal organisation described as the invisible network of interpersonal (межличностных) relationships in an organization. It is the result of interaction between the people.
26
five main characteristics of bureaucratic model
1. command and control
2. span of control (диапазон контроля)
3. centralization
4. formalization
5. specialization
27
What is the organisational design?
Organizational design is the process of creating or changing organizational structure
28
Key elements of organisational design
1. Command and control
2. Span of control
3. Centralisation/ décentralisation
4. Formalisation
5.Specialisation/departamisation
29
Command and control (or chain of command) like a Key elements of organisational design
The reporting and oversight structures (структуры отчетности и надзора)
30
Span of control (диапазон контроля) like a Key element of organisational design
The span of control shows the responsibility of managers (who do what)
31
Centralisation/ décentralisation like a Key elements of organisational design
Centralisation described how the flow of resources controlled. When the high-managers make a decisions and resouses divided between a few department id the high level of centralisation. When decisions have made by employees is a low level of centralisation in company.
32
Formalisation like a Key element of organisational design
Formalization refers to the degree to which roles and tasks are defined within an organization. In the company with the high-level of formalisation people clearly know their tasks.
33
Specialization (and departmentalization) like a Key element of organisational design
Work specialization means dividing work activities into separate work tasks, such as finance, marketing, and so on. And combining employees to departments inside the company.
34
three ideal organizational structures
functional, divisional, and matrix
35
Describe the functional organisational structure
In a functional structure, similar or related tasks are grouped together, such as human resources and then managers control the tasks.
36
Describe the divisional organisational structure
Divisional structure is based on business units or departments which are, for example, results of different product lines, geographical aspects, or customer groups.
37
Describe the matrix structure
The matrix structure include functional and divisional parts. In this case, employees report to more than one manager.
38
Describe the mechanistic structure
The mechanistic structure (bureaucracy) is highly hierarchical, with many administrative levels and a high degree of standardization and control like a pyramid with few people on the top and many people at the bottom
39
Describe the organic structure
organic structure is a flat structure with few levels: it is loose and flexible.
40
Describe the Holacracy
Holacracy is a concept for organizational governance. The people responsible are given the authority to decide themselves how the work is to be carried out. Organizations that use holacracy can respond more flexibly to change and make better use of the talents of employees by improving employee motivation and contributing to society
41
What is VUCA?
Volatility - нестабильность
Uncertainty - неопределенность
Complexity - сложность
Ambiguity - неоднозначность
The VUCA acronym stands is used to describe situations that are difficult to understand, making it hard to predict the outcomes of any actions taken.
VUCA - это концепция современного мира, которая основана на нестабильности, неопределенности, сложности и неоднозначности.
42
Which types of changes in organisation can be?
1. Structural (role-centre approach) is a changes connecter with relations in company. For example, reorganizing of a department.
2. Technological changes is about introduction of new technologies, new equipment, and new tools.
3. Cultural changes in changes of thinking and behaviour in the company.
43
What is organisational life circle?
Organisational life circle include 4 steps:
1. Entrepreneurship (no organisation/formal systems)
2. Survival and early success (minimum formal system)
3. Sustained success (устойчивый успех) (basic formal system)
4. Renewal / Decline (extensive (обширные) formal systems)
44
Which scopes of change do you know?
1. Incremental change (постепенные изменения)
2. Transformational change
3. Strategic change
45
What is Incremental changes ?
Incremental change means that only some routines or current organizational practices in the organization are changed (for ex. method of analyses)
46
What is transformational changes?
transformational changes means large changes in stricture and processes
47
What is Strategic changes?
Strategic changes can be incremental or transformational, lead organisational processes to a new goal, can make a large changes.
48
Which level of organisational changes do you know?
1. Individual level
2. team level
3. organisational level
49
Which intention ( намерения) of changes do you know?
1. planned
2. unplanned
50
Resistance to Change (сопротивление переменам)
Employees may resist change because it leads to disruptions to their daily work. Uncertainty about what is happening, a change of habits, personal losses in the status quo, or incompatibility with their personal values can be reasons for an employee to resist change.
51
What is the change management?
the process of designing and implementing change
52
Who is the change agent?
Changing agent is a person who promotes and enables change to happen within any group or organization.
53
Three questions for managers to find the right change management model:
1. Do we need to change the organisation because of deficit or big profit should be optimised?
2. What do the company think about the changes? (will changes be with top-level management or employees)?
3.What is the general mindset? What are the basic beliefs about people and change in company?
54
Describe the Lewin´s change model
1, Unfrozen - creating new rules, routines, policy
2. Moving - making the events to help people to adapt to the changes (discussion clubs, team-building events)
3. Refreezing - the changes becomes fixed and the new guidelines and routines are adapted.
(suitable for long-term changes)
55
Describe the Kotter's change model
Step 1: In the beginning, managers create a sense of urgency (чувство срочности)
Step 2: Form the coalition, putting the influational people in the one group
Step 3: That team create and describe the changes (what we can change and why) + create the strategy of changes
Step 4: The changes and changes strategy presents to other workers
Step 5: Removing existing obstacles (препятствий)
Step 6: small wins will show others the way to success
Step 7: more changes are happening
Step 8: Norms and practices are standardized and refined
(Situable for large-scale changes)
56
Describe the Appreciative inquiry (исскусственный интеллект) change model
The idea behind the model is to discuss to know the people, strengths and possibilities of the organisation + people connect and work with each other
5D cycle:
Define (the goal of changes)
Discover (discuss the questions into the team)
Dream ( Ideal future opportunities are explored (исслледуются) in more detail
Design (choose the best ideas for future goals)
Destiny (судьба) (realising and analysing created plan)
57
describe the complex adaptive system (CAP)
Organizations are constantly evolving and adapting to the environment
58
What is communication?
Communication is the transfer and understanding of meaning (Robbins & Coulter)
59
What is the difference between interpersonal and organizational communication.
Interpersonal communication is exchange the information between people.
Organizational communication is a communication through all patterns (of communication), networks, and systems of an organization.
Consequently, interpersonal communication forms the basis for organizational communication.
60
Describe the possible methods of communication
bilateral (двустороннее) face-to-face communication, group meetings, presentations, memos, publications, telephone conversations, video conferences, emails, or video tapes
61
What is verbal and non-verbal communication?
Verbal communication is the communication using words.
Non-verbal communication is a communication without words, using body movements, gestures (жесты), or facial expressions (выражение лица).
62
Describe the variants of communication flow
Communication flow can take place:
- downward (вниз) "from a manager to employees". It’s used to inform, guide, coordinate, and evaluate employees.
- upward (вверх) "from employees to managers”. Refers to reports and surveys, feedback regarding employees’ feelings about their work.
- laterally (сбоку) takes place among employees on the same organizational level, using for Modern, cross-functional work.
- diagonally means “communication that crosses both work areas and organizational levels”. This can be advantageous in terms of efficiency and speed.
63
How does the communicational flow differentiates between the type of organisation?
In formal communication, vertical and horizontal flows of organizational communication can be combined in communication networks.More often the from top-level managers to employees.
For informal organizational communication networks, the metaphor of a “grapevine” can be used.
64
Describe the communicational barriers, that you know
1.Filtering is the “intentional manipulation of information to make it appear more convenient for the recipient”. saying what someone wants to hear.
2. Emotions (how a recipient feels about a message).
3. A flood of information (very large number of emails to read results in an information overload (перегрузке).
4. Defensiveness hinders effective communication. People who feel threatened (угрозу) have a reduced (уменьшить) ability to communicate.
5. Language can be another barrier because words can have different meanings to people.
6. National culture can be a major obstacle. In some countries, individuality is very important or formal communication is necessary.
65
Which factors can help to build effective communication?
1. Use feedback ( managers can ask employees how they interpret a message or ask them to repeat the message in their own words)
2. Simplified language can be helpful.
3. Managers should pay attention to the emotional effects of communication + nonverbal cues (managers should make sure they are calm before communicating)
66
Organisational behaviour include some levels...
- people level (attitudes (отношение), personality, perception (восприятие), and learning
- group level ( norms, roles, team building, leadership, and conflicts)
- organisational level (tructure, culture, personnel policy, and practice)
67
What is the goal of organizational behavior?
The goal of organizational behavior is to explain, predict, and influence behaviour.
68
The main types of behaviour...
1. Productivity of work is a quality and quantity(количество) of work done.
2. absence (отсутствие) of the employee in a workplace.
3. staff turnover ( текучка кадров, оборот сотрудников в компании)
4. Organizational citizenship behavior used to describe all the positive and constructive employee actions and behaviors that aren’t part of their formal job description.
69
Attitudes and Job Performance (отношение к работе и производительность) include
1. Cognition (познание) refers to the beliefs, opinions, knowledge, and information that a person has
2. Affect means emotions or feelings.
3. Behavioral component here refers to the intention to behave in a certain way towards someone or something.
70
Which factors shows human attitude (отношение) to work.
1. Job satisfaction
2. Job involvement (участие в работе)
3. Employee engagement (вовлечение в работу) shows how do people feel, when they work.
71
What is personality according to Robbins and Coulter?
Personality is a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
72
Describe the five personality traits ( пять черт личности)
1. Extraversion describes a person's relationship to others, wheter they are sociable or talkative.
2. Agreeableness refers to the degree of good will (доброй воли), cooperation, and trust a person exhibits.
3. Conscientiousness (добросовестность) describes the extent to which someone is, for example, reliable, responsible, or persistent.
4. Emotional stability is the degree to which someone is calm, enthusiastic, and confident.
5. Intellect comprises the facets of imagination, fantasy, ideas, and talents
73
Whichmaspects are considered a part of individual behavior?
Attitudes (отношение к работе) and Job Performance, Consistency (последовательность), Personality, Perception (восприятие), Learning
74
Which the parts of the act of perception? - части акта восприятия
1. perceiver -воспринимающий
2. target,
3. situation
75
Leader is...
Leader is a person who can influence others and who (have) managerial authority (Robbins & Coulter, 2018) “.
76
Leaders can be (forms)
1. Formal is usually appointed (назначается) by the organization and is also recognized as a leader outside of this group
2. Informal leader is usually not appointed by the organization, but recognized as a leader from only within their group
77
What is the difference between leaders and managers?
1. Managers plan, organise, lead and control working process, but leaders influence to people.
2. Managers are usually appointed specifically for the role by the organisation. The leader role should be accepted by the followers.
78
What is the leadership process?
leadership process is a complex and dynamic exchange relationship built over time between leader and follower and between leader and the group of followers who depend on each other to attain a mutually (взаимно) desired goal.
79
Elements of leadership process
1. Leader
2. Follower
3. Situation
80
Leader's character traits (черты)
1. Drive: Leaders show high levels of performance
2. Motivation/desire to lead: Leaders have a strong desire to influence and lead others
3. Honesty and integrity (добросовестность)
4. Self-confidence
5. Intelligence/cognitive skills: Leaders must be conceptually gifted, have good judgment, strong analytical skills, and be able to interpret large amounts of information
6. Job-relevant knowledge/knowledge of the business
7. Extraversion: Leaders are energetic, lively people, with charisma and creativity/originality
81
Describe the Fiedler’s leadership model
there is not one best style of leadership. Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand.
Later he add 3 important aspects:
1. relationships between manager and member
2. task structure (the degree of formalized and structured work assignments)
3. positional power (the degree of influence a manager has on activities such as hiring, firing, discipline, promotion, and salary increases)
82
Describe the path-goal approach.
The model of path-goal leadership developed by House and Mitchell (1974) states that the role of the leader is to help followers achieve their goals and to give them the direction or support they need to do so.
83
Describe the Hersey and Blanchard’s leadership model
They identified specific leadership styles:
- Selling: Leaders offer directive and supportive behavior (high task, high relationship).
- Telling: Leaders define roles and tell people what, how, when, and where to work (high task, low relationship).
- Participating: Leaders and followers collaborate in decision-making (low task, high relationship).
- Delegating: Leaders give little guidance or support (low task, low relationship).
84
describe the 4 leadership behaviors
1) Directive leaders set goals, give the recommendations and waiting for the results.
2) Supportive leaders take care about welfare (благополучии) and needs of their followers.
3) Participative leaders discuss the activities between the followers and take their suggestions before making a decision.
Achievement-oriented leaders set challenging goals, try to improve performance, and expect the highest level of performance from their followers.
85
Describe the leadership continuum theory
The leadership continuum theory places all leadership styles along a continuum based on the balance of authority and freedom that exists between the leader and followers. Successful leaders will match their leadership style with the needs of their team.
86
Ledearship theory X and theory Y
A theory X leadership assumes that employees do not like to work.
A theory Y leader, on the other hand, believes in the creative abilities of employees, encouraging them to participate in decision-making at the departmental and organizational level. This requires a participatory leadership style.
87
Describe the manager Slyles by Muczyk and Reimann (1987)
1) A directive autocrat combines a high level of leadership with a low level of employee participation.
2) A permissive autocrat (вседозволеный автократ) mixes a high level of leadership skills with a high level of employee involvement (участие).
3) A directive democrat mixes a high degree of leadership qualities with a high degree of employee participation.
3) The permissive democrat shares power with group members through a low level of leadership and a high level of employee participation
88
What is the controlling process?
The controlling process include 4 steps:
- Establishing standards and methods or ways to measure performance. (установка стандартов и меодов измерения эффективности)
- Measuring actual performance.
- Determining if the performance matches with the standard. (Определение соответствия эффективности и стандартов)
- Taking corrective action and re-evaluating the standard.
89
What is the difference between strategic and operative controlling process?
1) Strategic controlling looks like not time-bounded strategy. It involves drafting (составление), examining (изучение), enforcing, and monitoring the strategy with target variables such as success potential, market share, and (free) cash flow in mind.
2) Operative controlling is the controlling of setting the goal, planning, and management up to a one-year time frame, including targets like liquidity, profit, and stability.
90
The reasons, why managers need the controlling.
- managers should know what is going on in their units
- empowerment of employees (расширение прав и возможностей сотрудников)
- to protect the organization and its assets (активы)
91
to improve productivity....
We need to reduce of input costs through performance efficiency (снижение затрат за счет эффективности производительности)
92
Types of control:
1. feedforward control (контроль потока) allows corrective managerial action before a problem occurs.
2. concurrent control (параллельный контроль) - managers must be in the same work area as the employee and resolve the problems during the work.
3. feedback control (контроль обратной связи) - resolve the problem after it happens.
93
4 perspectives of organizational performance
1. finance
2. customers
3. internal processes
4. people/innovation/growth capacity (потенциал людей, инноваций, роста)
94
Describe the Financial controls
1. liquidity (How quick and efficiently can company make the operation with the product)
2. Leverage (кредитное плечо - ) can be described by the ratios “debt to assets - долг к активам” (total debt/total assets).
3. Activity ratio indicates how efficiently a company use the assets on its balance sheet, to generate revenues and cash.
4. Profitability is a measure of an organization's profit relative to its expenses (расходам).
Budgets can also be used for controlling. Examining the deviation from the planned budget helps managers to obtain important information on topics such as resource consumption.
95
what is Benchmarking?
Benchmarking is a comparison current situation with the best situation that can be.
96
What is the organisational performance?
Organizational performance is a “accumulated results of all the organization's work activities”.
