Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Fundamentals of Management > Study Guide Exam 1 > Flashcards

Study Guide Exam 1 Flashcards

(114 cards)

Start Studying
1
Q

Definition of Management

A

the pursuit of organizational goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Functions of Management

A

Planning, Organizing, Leading, Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Planning

A

Identifying goals, establishing objectives, and implementing action plans within the constraints of the organization. As a manager, you need to be aware, not only, of what ultimate goals you are working toward, but also how you want to try to achieve them. This is the starting point of the management process.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Organizing

A

Delegation of tasks to different individuals and work groups. Understanding which employees or groups have the skillsets to accomplish tasks in the most efficient and effective manner possible is imperative from a strategic standpoint.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Leading

A

Motivating and directing employees towards the achievement of organizational goals. The ability to get the most out of your employees can separate the successful managers from the failures.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Controlling

A

Measuring the performance of employees and work groups against established standards. Are employees living up to expectations from supervisors and consumers in regards to different measurables like quality? If your organization isn’t where you expect to be, we go back through our process and tweak as needed, beginning with the planning function.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Levels of Management

A

Top, Middle, First-Line, Board of directors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Manager’s Skills

A

Conceptual, Technical, Human, Soft

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Conceptual

A

Conceptual skills are often the “bird’s eye view,” where managers need to think analytically, understand the how an organization best functions and fit the overall puzzle pieces together.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Technical

A

specific knowledge needed to perform a specialized skill.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Human

A

or interpersonal skills, basically describe working with people.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Manager’s Roles

A

interpersonal, informational, decisional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Interpersonal

A

this includes being a leader, a figurehead or a link between internal and external constituents. The interpersonal category is really about channeling information and ideas throughout the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Informational

A

managers monitor teams and people, communicate information and acting as a spokesperson. The informational category is mostly concerned with information processing.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Decisional

A

which involves the use of provided information. Here, managers might be change makers, problem fixers, negotiators and resource allocators.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Classical

A

workers were seen as parts of equipment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Henri Fayol

A

The architect of administrative Science (Planning, organizing, leading and controlling)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Max Webber

A

introduced the termbureaucracyto be a rational, efficient, merit-based and logical organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Soldiering

A

People who aren’t working

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Fredrick Taylor

A

wrote Scientific Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Gilbreaths

A

(Time/Motion) studied their children

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Hugo Munsterberg

A

introduced business psychology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Mary Parker Follett

A

introduced business sociology - allowed for cooperation and shared communities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Elton Mayo

A

Research - Hawthorne Effect - employees are social beings who seek attention from their supervisors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Human Relations
other theories didn't get into was the individual motivation and needs of people in the workplace
26
Maslow
Hierarchy of needs Pyramid top down...(Self actualization, Esteem, Love/Belonging, Safety, Physiological)
27
McGregor
Theory X, Theory Y
28
Systems View
organization is a set of interrelated parts (Input, Processing, Output Feedback)
29
Contingency
contingency perspective assumes that the external environment is constantly changing, whether due to competition or customer preferences
30
TQM
Total Quality Management - continuous improvement (quality control and quality assurance)
31
Define Ethics
the branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions
32
Define Business Ethics
What is the study of proper business policies and practices regarding potentially controversial issues?
33
Values
 important and lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable
34
Morals
The beliefs that guide individual conduct within society
35
Attitudes
What are our predispositions to respond positively or negatively toward something?
36
Ethical Dilemmas
What is a situation in which a difficult choice has to be made between two courses of action, either of which entails violating a moral principle?
37
Stakeholders
different people and groups that are affected by an organization's activities
38
Internal
the individuals inside an organization
39
External
Who are individuals or groups outside of the organization that are indirectly affected by the actions and decisions an organization and its employees make?
40
Task
the organization is reliant on these groups to acquire materials or funding to complete the tasks they are in business to perform (customers, suppliers,allies,financial institutions,special interest groups,communities, social & mass media)
41
General
Little or no control (Demographics, Legal,Technology,international, economic, socio cultural)
42
Kohlberg
The process of growth in moral reasoning through experience and maturation
43
Preconventional –
Children under 9 and adult criminals - stage 1 & 2
44
Heteronomous Morality
Stage 1, avoid punishment
45
Individuality
Stage 2 - Follow rules to achieve one's own interests
46
Conventional –
Most adolescents Low to mid-level managers
47
Mutual Expectations and Relationships
Stage 3 - follow the golden rule - recognize others feelings
48
Social System and Conscience
Stage 4 - Adhere to laws and contribute to groups
49
Postconventional –
Only reached by some
50
Social Contract and Individual Rights
Stage 5 - awareness of others values
51
Universal Ethics (internalized principles)
Stage 6 - guided by internal individual principles
52
Social Intuition (Model)
Triggering event, intuition, judgement, reasoning
53
Approaches
Consequentialist, Deontological, Virtue
54
Consequentialist
This approach asks the decision-maker to identify the different alternative actions as well as the consequences attached to those actions
55
Utilitarian
choose the option that creates the greatest good for the greatest number of people
56
Deontological
based on the belief that society has (or should have) several universal principles and that each of us has a duty to uphold them
57
Virtue
virtue approach focuses on the integrity of the decision maker instead of the action or its impending consequences
58
Billington’s Elements of Ethical Choice
Dealing with questions of ethics is unavoidable, ethical decisions involve other people, not all decisions have ethical implications, there are no final answers to ethical decisions, a central element fo ethics is choice, aim is to discover the correct form of behavior for athe given situiations
59
Ethical Climate
how an organization handles motives, pressures, and its surrounding environment that may affect its overall culture
60
Code of Ethics
written set of standards to guide employees of how they should behave
61
Corporate Governance
a need to make sure the interests of the organization, it's owners, and other stakeholders are being safeguarded
62
Sarbanes-Oxley
created required guidelines for public companies to follow in regards to financial record keeping
63
Whistleblower
mployees who disclose information that s/he reasonably believes is evidence of illegality, gross waste or fraud, mismanagement, abuse of power, general wrongdoing, or a substantial and specific danger to public health and safety
64
CSR
Corporate Social Responsiblilty
65
Diversity
all of the similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex, and sexual orientation
66
Social Categorization
person perception, social identification, social comparison
67
Person Perception
he first thing you do when seeing anything, or anyone, is to take notice of the most salient things about whatever, or whoever, it is you are seeing. It is these most important or noticeable aspects that trigger the first step in the process
68
Social Identification
ou then identify how you see yourself. Just as you have classified others in a particular group, you do the same for yoursel
69
Social Comparison
begin to create emotions and feelings toward other groups and people that you perceive as being different than ourselves
70
Dimensions of Diversity
Gardenswartz and Rowe's Diverseity Wheel
71
Internal Dimensions
Age, Gender, Sexual orientation, physical ability, ethnicity, race
72
External dimensions
geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status
73
Organizational Dimensions
Functional Level, work content/field, division/department/group,Seniority, work location, Union or political affiliation, management status
74
Barriers to Diversity
stereotypes, prejucice, bias
75
Fear of Discrimination
angst associated with diversity
76
Lack of Support
many female employees are disadvantage related to childcare, maternity…
77
Organizational Culture
made up of all of the shared assumptions, values, and beliefs that make up the unique social and psychological environment of an organization
78
Competing Values Framework
allows you to determine, based on your organizational preferences, what type of culture fits your organization so you can help to make sense of how you operate; and how best to lead and change within your organization
79
Dimensions
Flexibilty/Stability vs Internal/External orientation
80
Types
Clan, Hierarchila, adhocracy, market
81
Clan
collaboration
82
Hierarchical
Control
83
Adhocracy
Creation
84
Market
Competition
85
Levels
observable artificats, expoused/enacted values,basic assumptions
86
Observable artifacts
what we can actually see, hear, and touch in an organization
87
Espoused/Enacted Values
hese values are very explicit, taught to every employee in orientation and training about how they would prefer the employees to act or make decisions
88
Basic (underlying) Assumptions
basic assumptions, based on the core values of an organization, which are taken for granted and occur mostly unconsciously
89
Learning Culture
Formal & Informal
90
Formal
Hiring and selection, policies, orientation and training, performance management, authority structure
91
Informal
Norms, rituals, myths and stories, symbols, language and communication
92
Globalization (pros and cons)
the trend of the world economy toward becoming a more interdependent system
93
Importing/Exporting
buying from other countries, selling to other countries
94
Licensing and Franchising
copany pays a fee to distribute a firms roduction, payse a fee and share of profit in return for use of brand name and package of materials & services
95
Joint Ventures
formed with a foreign company to share risks and rewards of starting a new enterprise together
96
Foreign Subsidiary
riskiest, totally owned and controlled by an organization
97
Trade Blocs
group of countries that are a part of a trade agreement
98
IMF
International Monetary Fund, secure financial stability, facilitate international trade
99
World Bank
provides low interest loans and grants to developing countries
100
GATT
General agreement on tarrifs and trade
101
WTO
World Trade Organization
102
Limitations to Trade
procetionism, tariff, duties, quotas, dumping
103
Protectionism
utilized by many nations to protect their domestic products and industries from foreign competition
104
Tariff
a tax imposed on imported goods or services
105
Duties
the amount of tax money actually paid on imported products
106
Quotas
a physical limit on the amount of a product that can be imported over a period of time
107
Dumping
exportation of a product at prices lower that home market prices
108
Expatriate
if you are tasked with managing on foreign soil, you are known as an
109
Management Styles
ethnocentric, polycentric, geocentric
110
Ethnocentric
The belief in the superiority of a person's native ethnic group or nation.
111
Polycentric
The belief that locals of the host country know their culture better and should run the business accordingly.
112
Geocentric
the belief in an integration of a global orientation to management
113
Geert Hofstede (dimensions)
Power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term versus short-term orientation, indulgence versus restraint
114
Globe dimensions
Performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivitsm, gender egalitarianism, power distance, uncertainty avoidance

Fundamentals of Management (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions