Unit 1 Flashcards
(81 cards)
1
Q
Management Function:
Process of determining the organization’s objectives and deciding how to accomplish them.
- planning
- organizing
- staffing
- directing
- controlling
A
Planning
2
Q
Management Function:
Structuring of resources & activities to accomplish objectives efficiently & effectively.
- planning
- organizing
- staffing
- directing
- controlling
A
organizing
3
Q
Management Function:
Structuring of resources & activities to accomplish objectives efficiently & effectively.
- planning
- organizing
- staffing
- directing
- controlling
A
organizing
4
Q
Management Function:
● Creates synergy
● Establishes lines of authority
● Improves communication
● Improves competitiveness
- planning
- organizing
- staffing
- directing
- controlling
A
organizing
5
Q
Management Function:
● Hiring people to carry out the work of the organization.
- planning
- organizing
- staffing
- directing
- controlling
A
staffing
6
Q
Management Function:
● Recruiting, Determine skills, Motivate & train, Compensation levels
- planning
- organizing
- staffing
- directing
- controlling
A
staffing
7
Q
Management Function:
● Measuring performance,
● Comparing performance against standards
● Identifying deviations from standards, Investigating causes of deviations
● Taking corrective action
- planning
- organizing
- staffing
- directing
- controlling
- downsizing
A
controlling
8
Q
• Incentives(raise,promotion)
• Employeeinvolvement(costreduction,customer service, new products)
• Recognitionandappreciation
- planning
- organizing
- staffing
- directing
- controlling
- downsizing
A
directing — motivation
9
Q
Management Function:
● Motivating and leading employees to achieve organizational objectives.
- planning
- organizing
- staffing
- directing
- controlling
- downsizing
A
directig
10
Q
Takes charge of the maagement
A
Manager
11
Q
Oversees the activities to achieve set goal or purpose
A
Manager
12
Q
6 CHARACTERISTICS OF A MANAGER:
A
- Self-motivated and self controlled
- Possess well- defined goals
- Allocate resources according to priorities
- Allocate resources according to priorities
- Willing to compromise
- Delegate and to depend on subordinates
13
Q
This is a characteristics of a what:
- Self-motivated and self controlled
- Possess well- defined goals
- Allocate resources according to priorities
- Allocate resources according to priorities
- Willing to compromise
- Delegate and to depend on subordinates
Manager or Laboratory Manager
A
Manager
14
Q
6 Characteristics of a Laboratory Manager
A
- Able to organize, plan, and communicate for effective use of resources
- Maintain good relationship with others
- Possess emotional maturity
- And the internal resources to cope with frustration, disappointment,& stress
- Be able to appraise oneself and one’s performance objectively, to admit to being wrong
- Expect that one will keep on growing, improve one’s performance and continue to develop
15
Q
- Able to organize, plan, and communicate for effective use of resources
- Maintain good relationship with others
- Possess emotional maturity
- And the internal resources to cope with frustration, disappointment,& stress
- Be able to appraise oneself and one’s performance objectively, to admit to being wrong
- Expect that one will keep on growing, improve one’s performance and continue to develop
What Characteristics is this?
Manager or Laboratory Manager
A
Laboratory Manager
16
Q
3 Manager’s Roles
A
- Interpersonal
- Informational
- Decisional
17
Q
3 Levels of Management
A
- Top Management
- Middle Management
- First-line/Supervisory management
18
Q
What Levels of Management is this
• President
• Chief Executive Officer (CEO)
• Chief financial officer (CFO)
• Chief operations officer (COO)
- Top Management
- Middle Management
- First-line/Supervisory management
A
Top management
19
Q
What Levels of Management is this:
Responsible for tactical planning
Implement general guidelines established by top management
- Top management
- Middle Management
- First-line/supervisory management
A
Middle Management
20
Q
What Level of management is this:
• Supervise workers
• Oversee daily operations
• Directing and controlling primary functions
- Top management
- Middle Management
- First-line/supervisory management
A
First-line/supervisory management
21
Q
Roles:
How we develop, appreciate relationship with others
- informational
- interpersonal
- decisional
A
Interpersonal
22
Q
Interpersonal Roles:
Symbolic head, number of routine duties of a legal or social nature
- Figurehead
- Leader
- Liaison
A
Figurehead
23
Q
Interpersonal Roles:
Example - Ceremonies statues request
- Figurehead
- Leader
- Liaison
A
Figurehead
24
Q
Interpersonal Roles:
Example - Solicitation
- Figurehead
- Leader
- Liaison
A
Figurehead
25
Interpersonal Roles:
Responsible for motivation and direction of subordinates
- Figurehead
- Leader
- Liaison
Leader
26
Interpersonal Roles:
Example - Virtually all managerial activities involving subordinates
Leader
27
Interpersonal Roles:
Maintains a network of outside contacts who provide favors and information
Liaison
[Outsider information to the Organization]
28
Interpersonal Roles:
Example - Acknowledgement of mail external board work
Liaison
29
What are the 3 Interpersonal
1. Figurehead
2. Leader
3. Liaison
30
Roles:
Delegating tasks
- informational
- interpersonal
- decisional
Informational
31
Information Role:
Serves as nerve center of internal and external information of the organization
- Monitor
- Disseminator
- Spokesperson
Monitor
32
Information Role:
Receives wide variety of information
- Monitor
- Disseminator
- Spokesperson
Monitor
33
Information Role:
Example - **Handling all mail** and contact categorized primarily with receiving information
- Monitor
- Disseminator
- Spokesperson
Monitor
34
Information Role:
Transmits information received from outsider or other subordinates to member of the organization
- Monitor
- Disseminator
- Spokesperson
Disseminator
35
Information Role:
Example - Forwarding mail into organization for information purposes
- Monitor
- Disseminator
- Spokesperson
Disseminator
36
Information Role:
Example - Verbal contacts involving information flow to subordinates such as review sessions
- Monitor
- Disseminator
- Spokesperson
Disseminator
37
Information Role:
Transmits information to outsiders on organizations plans, policies, and results
- Monitor
- Disseminator
- Spokesperson
Spokesperson
38
Information Role:
Example - Board meeting
- monitor
- disseminator
- Spokesperson
Spokesperson
39
Information Role:
Example - Handling contacts involving transmission to outsiders
- monitor
- disseminator
- Spokesperson
Spokesperson
40
What are the 3 Informational Roles
1. Monitor
2. Disseminator
3. Spokesperson
41
Roles:
Knowing where to put goals and focus on
- informational
- interpersonal
- decisional
Decisional
42
Decisional Roles:
Searched organization and its environment for opportunities and **initiates projects to bring about change**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Entrepreneur
43
Decisional Roles:
Strategy and review sessions involving **initiation or design of improvement projects**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Entrepreneur
44
Decisional Roles:
Responsible for **corrective action facing unexpected disturbance**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Disturbance handler
45
Decisional Roles:
Example - Strategy and review sessions **involving disturbances and crises**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Disturbance handler
46
Decisional Roles:
Making or approving **significant organizational decisions**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Resource allocator
47
Decisional Roles:
Example - Scheduling
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Resource allocator
48
Decisional Roles:
Example - Request for **authorization budgeting**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Resource allocator
49
Decisional Roles:
Example - **Programming of subordinates work**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Resource allocator
50
Decisional Roles:
Responsible for representing the organization at **major negotiations**
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Negotiator
51
Decisional Roles:
Example - Contact negotiation
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Negotiator
52
What are the 4 Decisional Roles
1. Entrepreneur
2. Disturbance handler
3. Resource allocator
4. Negotiator
53
What are the 3 Managerial Skills
1. Technical Skills
2. Human Skills
3. Conceptual Skills
54
Skills:
Competent in a specialized area, analytical ability,
and the **ability to use appropriate tools and
techniques**
- TECHNICAL SKILLS
- HUMAN SKILLS
- CONCEPTUAL SKILLS
Technical Skills
55
Skills:
Are the knowledge and capabilities to **perform specialized tasks**
- TECHNICAL SKILLS
- HUMAN SKILLS
- CONCEPTUAL SKILLS
Technical Skills
56
Skills:
An individual’s ability to **cooperate with other members** of the organization and **work effectively in teams**
- TECHNICAL SKILLS
- HUMAN SKILLS
- CONCEPTUAL SKILLS
Human Skills
57
Skills:
Ability of an individual to **analyze complex situations** and to **rationally process and
interpret available information**
- TECHNICAL SKILLS
- HUMAN SKILLS
- CONCEPTUAL SKILLS
Conceptual Skills
58
What are the 3 levels of Management
1. Top management
2. Middle management
3. First-line or supervisory management
59
This level of management consist of the president, CEO, CFO, and COO
Top Management
60
This level of management make decisions regarding the firms long-run objectives
Top Management
61
This level of management is responsible for TACTICAL planning
Middle Management
62
This level of management implements general guidelines establish by top management
Middle Management
63
This level of management is often responsible for the firm's short term decisions
Middle Management
64
This level of management are supervise workers that oversee daily operations
First-line or Supervisory Management
65
This level of management directs and controls primary functions
First-line or Supervisory Management
66
Indicators of Lack of Management Skills:
Poor leaders don’t set aside time to actively listen
to their people
Not listening while people are talking
67
Indicators of Lack of Management Skills:
Spending all the time checking up on what others
are doing
Micromanaging
68
Indicators of Lack of Management Skills:
Manager who was only interested in getting the
job done but disregard the individuals’
involvement in helping achieve said task
Indicators of Lack of Management Skills:
Focusing on the task and not the individuals
69
Indicators of Lack of Management Skills:
This sends the message that the standards are
not important or relevant
Not enforcing standards
70
Indicators of Lack of Management Skills:
Leader paints a clear picture of exactly what is
expected of their people and helps create the
environment to allow them the best chance of
success.
Lack of effective communication of expectations
71
Indicators of Lack of Management Skills:
The ______ should be presented in a constructive, objective and calm manner, to help people grow and improve
Ineffective feedback – positive and negative
72
Indicators of Lack of Management Skills:
If plans and other areas of the business are
treated as secrets not to be shared with other
departments
Communicating on a need to know basis only
73
Indicators of Lack of Management Skills:
Leaders that believe they need to be the one to
have all the answers and all decisions need to be
made at the top and then handed down to the
employees
Making decision and then asking for feedback
74
Indicators of Lack of Management Skills:
Poor Leaders look to point the finger of blame
away from them for anything that went wrong!
Passing the buck
75
Indicators of Lack of Management Skills:
A _________ is a vital element in the makeup of successful Leaders.
Sense of humor
76
Who said:
Process of forecasting, planning, organizing,
commanding, coordinating, and controlling
Henri Fayol [20th century]
77
Who said:
The social process of planning, coordination,
control, and motivation
Edward Francil Leopoid
78
Who said:
Organizational direction based on sound
common sense, pride in the organization and
enthusiasm for its works
Tom Peters (1980)
79
_____________ is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, staffing, directing, and
controlling organizational resources
Management
80
What are the 4 Organizational Resources
1. Men
2. Money
3. Machines
4. Materials
81
9 Nature of Management
1. Management is universal
2. Management, social process
3. Goal Oriented
4. Science & Art
5. Group Effort
6. Intangible
7. Required at all level
8. Separate from ownership
9. Purposeful activity
