Untitled Deck Flashcards
(235 cards)
1
Q
What is management?
A
Getting work done through others.
2
Q
What is efficiency?
A
Getting work done with minimal effort, expense, or waste.
3
Q
What is effectiveness?
A
Accomplishing tasks that help fulfill organizational objectives.
4
Q
What are the 4 functions of management?
A
Planning, organizing, leading, controlling.
5
Q
What is planning in management?
A
Determining organizational goals and a means for achieving them.
6
Q
What is organizing in management?
A
Deciding where decisions will be made and who will do what jobs and tasks and who will work for whom.
7
Q
What is leading in management?
A
Inspiring and motivating workers to work hard to achieve organizational goals.
8
Q
What is controlling in management?
A
Monitoring progress toward goal achievement and taking corrective action when needed.
9
Q
What are the 4 kinds of managers?
A
Top managers, middle managers, first line managers, team leaders.
10
Q
What are top managers’ roles?
A
CEO, vice president, corporate heads.
11
Q
What is the job of a top manager?
A
Executives responsible for overall direction of the organization.
12
Q
What are middle managers’ roles?
A
General managers, plant managers, regional managers, divisional managers.
13
Q
What is a middle manager responsible for?
A
Setting objectives consistent with top management goals.
14
Q
What do middle managers plan and implement?
A
Subunit strategies for achieving objectives.
15
Q
What is the role of a first line manager?
A
Office manager, shift supervisor, department manager.
16
Q
What is the primary responsibility of a first line manager?
A
Training and supervising nonmanagerial employees.
17
Q
Who do first line managers supervise?
A
Nonmanagerial employees who produce the company’s products or services.
18
Q
What is the role of a team leader?
A
Team leader, team contact, group facilitator.
19
Q
What is the job of a team leader?
A
Facilitation, external relationships, internal relationships.
20
Q
What is the primary responsibility of top managers?
A
Responsible for the overall direction of the organization.
21
Q
What role do top managers play in organizational change?
A
Responsible for creating context for change.
22
Q
How do top managers contribute to employee engagement?
A
Responsible for employee buy-in.
23
Q
What aspect of organizational culture do top managers influence?
A
Responsible for fostering a positive organizational culture via language and action.
24
Q
What is one responsibility of a middle manager?
A
Setting objectives consistent with top management goals.
25
What is another responsibility of a middle manager?
Planning and allocating resources to meet objectives.
26
What is a key role of middle managers in a firm?
Coordinating and linking divisions within a firm.
27
What do middle managers monitor and manage?
Performance of subunits and managers.
28
What strategy do middle managers implement?
Strategies developed by top managers.
29
What are the responsibilities of first line managers?
Managing performance of entry level employees, including monitoring, teaching, and short-term planning.
30
What are the responsibilities of team leaders?
Responsible for facilitating team activities towards goal accomplishment.
31
What are managerial interpersonal roles?
Figurehead role, leader role, liaison role.
32
What is the figurehead role?
Interpersonal role managers play when they perform ceremonial duties.
33
What is the leader role?
Interpersonal role managers motivate and encourage workers to accomplish organizational objectives.
34
What is the liaison role?
Interpersonal role managers deal with people outside their units.
35
What are managerial informational roles?
Monitor role, disseminator role, spokesperson role.
36
What is the monitor role?
The informational role managers play when they scan their environment for information.
37
What is the disseminator role?
Managers share collected information with their subordinates and others in the company.
38
What is the spokesperson role?
Managers share information with people outside their departments or companies.
39
What are managerial decisional roles?
Entrepreneur role, disturbance handler role, resource allocator role, negotiator role.
40
What is the entrepreneur role?
Managers adapt themselves, their subordinates, and their units to change.
41
What is the disturbance handler role?
Managers respond to pressures and problems that demand immediate attention and action.
42
What is the resource allocator role?
Managers decide who gets what resources and what amount.
43
What is the negotiator role?
Managers negotiate schedules, projects, goals, outcomes, resources, and employee raises.
44
What are managerial skills?
Technical, human, conceptual, motivation to manage.
45
What are technical skills?
The specialized procedures, techniques, and knowledge required to get the job done.
46
Who is essential to have technical skills?
Team leaders and low level managers.
47
What are human skills?
Ability to work well with others.
48
What are conceptual skills?
The ability to see the organization as a whole.
49
What do conceptual skills help a person understand?
How the different parts of an organization affect each other.
50
How do conceptual skills relate to a company's environment?
They help recognize how the company fits into or is affected by its environment.
51
What is motivation to manage?
An assessment of how enthusiastic employees are about managing the work of others.
52
What is a common mistake managers make regarding sensitivity?
Insensitive to others.
53
What personality traits can lead to managerial mistakes?
Cold, aloof, arrogant.
54
What is a mistake related to trust that managers can make?
Betrayal of trust.
55
What is a potential issue with a manager's ambition?
Overly ambitious.
56
What type of problems might managers face that are specific to performance?
Specific performance problems with the business.
57
What is a common issue with delegation in management?
Overmanaging: unable to delegate or build a team.
58
What staffing issue can managers struggle with?
Unable to staff effectively.
59
What strategic thinking issue can managers encounter?
Unable to think strategically.
60
What adaptability issue can managers face with different leadership styles?
Unable to adapt to boss with different style.
61
What dependency issue can managers have regarding support?
Overdependent on advocate or mentor.
62
What is one fatal mistake of derailers related to interpersonal sensitivity?
Insensitive to others.
63
How do derailers often come across in terms of their demeanor?
Cold, aloof or arrogant.
64
What is a common issue derailers have regarding trust?
Betraying trust.
65
What is a characteristic of derailers in terms of workplace politics?
Overly political and ambitious.
66
What is a key weakness of derailers in team management?
Inability to delegate, build team and staff effectively.
67
What are the initial expectations of managers in the first 3 months?
Be the boss, formal authority, manage tasks, job is not managing people.
68
What do managers realize after 6 months on the job?
Initial expectations were wrong, fast pace, heavy workload, job is to be a problem solver and trouble shooter for subordinates.
69
What changes occur in a manager's role after a year?
No longer a doer, focus on communication, listening, positive reinforcement, learning to adapt and control stress, job is people development.
70
What is one management practice that contributes to competitive advantage through people?
Employment and security.
71
What management practice involves choosing the best candidates for a job?
Selective hiring.
72
What management practice promotes team autonomy and distributes decision-making?
Self-managed teams and decentralization.
73
What is the practice of offering high wages based on organizational performance?
High wages contingent on organizational performance.
74
What management practice focuses on enhancing employee skills and knowledge?
Training and skill development.
75
What is the management practice that aims to minimize hierarchical differences?
Reduction of status differences.
76
What management practice involves providing employees with access to organizational data?
Sharing information.
77
What are some outcomes of effective management practices related to workforce development?
Smarter, better trained, more motivated, and more committed workforces.
78
What are some substantial advantages produced by competitive management practices?
Sales revenue, profits, stock market returns, and customer satisfaction.
79
What are the roles managers play?
Interpersonal, informational, and decisional roles.
80
81
Who developed the 4 principles of scientific management?
Fredrick W. Taylor
82
What is the purpose of studying and testing different work methods in scientific management?
To identify the most efficient way to complete a job.
83
What method did Fredrick W. Taylor introduce to improve efficiency?
Time study
84
What does time study involve?
Timing how long it takes good workers to complete each part of their jobs.
85
What is the first principle of Fredrick W. Taylor's scientific management?
Develop a science for each element of man's work, replacing the old 'rule of thumb' method.
86
What is the second principle of Fredrick W. Taylor's scientific management?
Scientifically select and then train, teach, and develop the workman.
87
What is the third principle of Fredrick W. Taylor's scientific management?
Heartily cooperate with men to ensure work is being done according to the principles of science.
88
What is the fourth principle of Fredrick W. Taylor's scientific management?
Almost equal division of work and responsibility between management and workmen.
89
Who employed motion study to simplify work and improve productivity?
Frank and Lillian Gilbreth
90
What is motion study?
Breaking each task or job into its separate motions.
91
What is the goal of motion study?
To eliminate unnecessary or repetitive motions.
92
Who developed the Gantt chart to measure and plan work?
Henry Gantt
93
Who is associated with the concept of bureaucracy?
Max Weber
94
What is bureaucracy defined as?
The exercise of control based on knowledge, expertise, or experience.
95
How many elements did Max Weber devise to characterize bureaucracies?
Seven elements.
96
What did Max Weber aim to improve through bureaucracy?
Organizational functioning and fairness.
97
What goal did bureaucracy replace with the goal of efficiency?
The goal of personal gain.
98
What type of decision-making does bureaucracy promote?
Logical rules instead of arbitrary decision making.
99
What type of hiring is characteristic of bureaucracies?
Qualification based hiring
100
What type of promotion is characteristic of bureaucracies?
Merit based promotion
101
What is the structure that defines the hierarchy in bureaucracies?
Chain of command
102
What is the division of tasks in bureaucracies called?
Division of labor
103
What principle ensures fairness in bureaucracies?
Impartial application of rules and procedures
104
How are decisions and processes documented in bureaucracies?
Recorded in writing
105
What distinguishes managers from owners in bureaucracies?
Managers are separate from owners
106
What is the first principle of Henri Fayol's management?
Division of work
107
What principle of Henri Fayol's management emphasizes the importance of authority and responsibility?
Authority and responsibility
108
Which principle of Henri Fayol's management focuses on maintaining discipline?
Discipline
109
What is the principle of unity of command in Henri Fayol's management?
Unity of command
110
What principle ensures that all efforts are directed towards a common goal in Henri Fayol's management?
Unity of direction
111
Which principle states that individual interests should be subordinated to the general interests in Henri Fayol's management?
Subordination of individual interests to the general interests
112
What principle of Henri Fayol's management relates to compensation for work?
Remuneration
113
What principle refers to the concentration of decision-making power in Henri Fayol's management?
Centralization
114
What is the scalar chain principle in Henri Fayol's management?
Scalar chain
115
Which principle emphasizes the importance of order in Henri Fayol's management?
Order
116
What principle of Henri Fayol's management promotes fairness and justice?
Equity
117
What principle refers to the importance of job security in Henri Fayol's management?
Stability of tenure of personnel
118
What principle encourages employees to take initiative in Henri Fayol's management?
Initiative
119
What principle emphasizes team spirit in Henri Fayol's management?
Esprit de corps
120
Who is associated with human relations management?
Mary Parker Follett
121
What is integrative conflict resolution?
An approach to dealing with conflict in which both parties indicate their preferences.
122
What is the goal of integrative conflict resolution?
To find an alternative that meets the needs of both parties.
123
What did Elton Mayo's Hawthorn studies help understand?
The effect of group interactions on individual and group performance.
124
What aspect of employee experience did Elton Mayo's Hawthorn studies focus on?
Employee satisfaction.
125
What concept related to teamwork was explored in Elton Mayo's Hawthorn studies?
Group dynamics.
126
Who proposed a comprehensive theory of cooperation in formal organizations?
Chester Barnard
127
What does Chester Barnard state is necessary for willingness to cooperate in organizations?
Perception and acceptance of executive authority
128
What is operations management?
Operations management is the administration of business practices to create the highest level of efficiency possible within an organization.
129
What quantitative methods are used in operations management?
Operations management uses quantitative methods to analyze data and improve decision-making.
130
How does operations management increase productivity?
Operations management finds ways to increase productivity by optimizing processes and resource utilization.
131
What is one goal of operations management regarding inventory?
One goal of operations management is to manage or reduce costly inventories.
132
How does operations management affect quantity?
Operations management aims to increase the quantity of products produced efficiently.
133
What is a method used in operations management to ensure products meet quality standards?
Quality control
134
What operations management method involves predicting future demand?
Forecasting
135
What is the process of determining the production capacity needed to meet demand?
Capacity planning
136
What operations management technique uses mathematical models to optimize resource allocation?
Linear programming
137
What is the process of arranging tasks and resources to complete a project on time?
Scheduling
138
What system is used to manage stock levels and orders in operations management?
Inventory systems
139
What is the discipline that involves planning and executing projects to achieve specific goals?
Project management
140
What analysis method compares the costs and benefits of a decision or project?
Cost-benefit analysis
141
Who introduced the concept of manufacturing using standardized interchangeable parts?
Eli Whitney
142
Who explained techniques for drawing three-dimensional objects on paper?
Gaspard Monge
143
Who invented hand to mouth inventories that are similar to just in time inventory systems?
Oldsmobile Motorwork
144
How did the paper and printing press impact businesses?
The paper and printing press revolutionized businesses' use of information.
145
What technology enabled easier and faster production of business correspondence?
Typewriters and personal computers.
146
Which inventions increased access to timely information?
Telegraph, telephone, and internet.
147
What does Systems Management address?
Addressing the business, technological, and organizational issues associated with creating, maintaining, and modifying a system
148
What is a system?
A set of interrelated elements or parts that function as a whole
149
What are sub systems?
Smaller systems that operate within the context of a larger system. Help managers create Synergy.
150
What are the types of systems?
Closed systems and open systems
151
What are closed systems?
Sustain themselves without interacting with their environments
152
What are open systems?
Systems that can sustain themselves only by interacting with their environments
153
What does the Contingency Approach in management suggest?
There are no universal management theories.
154
What determines the most effective management theory according to the Contingency Approach?
The kinds of problems or situations that managers are facing at a particular time and place.
155
What is a key challenge in management?
Management is harder than it looks.
156
What must managers look out for?
Key contingencies that differentiate today's situation from yesterday's.
157
What does effective management theory depend on?
The kinds of problems that managers are facing at a particular time and place
158
What is soldiering?
When workers deliberately slow their pace or restrict their work output
159
What is a rate buster?
A group member whose work pace is significantly faster than the normal pace in his or her group
160
What is a Gantt chart?
A graphical chart that shows which tasks must be completed at which times in order to complete a project or task
161
What is domination in conflict resolution?
An approach to dealing with conflicts in which one party satisfies its desires and objectives at the expense of other parties' desires and objectives.
162
What does domination prioritize in a conflict?
The desires and objectives of one party over those of others.
163
What is compromise in conflict resolution?
An approach to dealing with conflicts in which both parties give up some of what they want to reach an agreement
164
What is Integrated Conflict Resolution?
An approach for dealing with conflict. both parties indicate their preferences and find alternatives that meet both needs
165
What is an organization?
A system of consciously coordinated activities or forces of two or more people
166
What is synergy?
When two or more subsystems working together can produce more than they can working apart
167
What does scientific management focus on?
Improving efficiency
168
What does bureaucratic management focus on?
Fairness, knowledge and logical rules
169
What does administrative management focus on?
How and what managers should do in their jobs
170
What does human relations management focus on?
People and the social and psychological aspects of work
171
What does operations management involve?
Managing the daily production of goods and services
172
What does systems management help deal with?
Organizational and environmental complexity
173
What are changing environments?
External environments, environmental change, stable environment, dynamic environment.
174
What are external environments?
All events outside a company that have the potential to influence or affect it.
175
What is environmental change?
The rate at which a company's general and specific environments change.
176
What is a stable environment?
An environment in which the rate of change is slow.
177
What is a dynamic environment?
An environment in which the rate of change is fast.
178
What is punctuated equilibrium theory?
A theory that describes how companies go through long periods of stability.
179
What follows long periods of stability in punctuated equilibrium theory?
Short periods of dynamic, fundamental change.
180
What happens after periods of dynamic change in punctuated equilibrium theory?
A new equilibrium is established.
181
What is environmental complexity?
The number and the intensity of external factors in the environment that affect organizations.
182
What is a simple environment?
Includes few factors.
183
What is a complex environment?
An environment with many environmental factors.
184
What is resource scarcity?
The abundance or shortage of critical organizational resources in an organization's external environment.
185
What is uncertainty?
Extent to which managers can understand or predict which environmental changes and trends will affect their businesses.
186
What is a growing economy?
Provides a favorable environment for business growth. Consumers have more money to spend.
187
What do managers use to scan the economic environment?
Economic statistics and business confidence indices.
188
What do business confidence indices show?
Managers' level of confidence about future business growth.
189
What is technology?
The knowledge, tools, and techniques used to transform inputs into outputs.
190
How do technological changes benefit companies?
They help companies produce better products.
191
What is one effect of technological changes on production?
They allow companies to produce products more efficiently.
192
What are sociocultural trends?
Demographic characteristics, general behavior, attitudes, and beliefs of people in society.
193
What governs and regulates business behavior?
Legislation, regulations, court decisions.
194
What must managers be aware of regarding their business?
Laws and regulations.
195
What potential risk should managers consider that could affect their business?
Lawsuits.
196
Who are customers?
Purchase products and services.
197
Who are competitors?
Companies in the same industry that sell similar products or services to customers.
198
Who are suppliers?
Companies that provide material, human, financial, and informational resources to other companies.
199
What is industry regulation?
Regulations and rules that govern the business practices and procedures of specific industries.
200
What do industry regulations govern?
The business practices and procedures of specific industries, businesses, and professions.
201
What are advocacy groups?
Concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions.
202
What is environmental scanning?
Searching the environment for important events or issues that might affect an organization.
203
How do managers interpret environmental events?
Views as either threats or opportunities.
204
How do managers decide how to act on threats and opportunities?
Use of cognitive maps to summarize perceived relationships.
205
What is the internal environment?
The events and trends inside an organization that affect management, employees, and organizational culture.
206
What is organizational culture?
The set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization.
207
What do company founders do?
Create organizations in their own images and imprint them with their beliefs, attitudes, and values.
208
What are organizational stories?
Help make sense of organizational events and emphasize culturally consistent assumptions, decisions, and actions.
209
Who are organizational heroes?
People celebrated for their qualities and achievements within an organization.
210
What are keys to organizational culture that fosters success?
Adaptability, employee involvement, clear mission and consistency.
211
What is behavioral addition?
The process of having managers and employees perform new behaviours that are central to and symbolic of the new organisational culture that a company wants to create.
212
What is behavioral substitution?
The process of having managers and employees perform new behaviours.
213
What does behavioral substitution aim to replace?
Behaviours that were central to the 'old' organisational culture.
214
What is the goal of behavioral substitution in an organisation?
To establish behaviours that are central to the 'new' organisational culture.
215
What are visible signs of an organization's culture?
Changing visible artifacts.
216
How does office design and layout reflect an organization's culture?
It is a visible artifact of the organization's culture.
217
What role does company dress code play in organizational culture?
It serves as a visible artifact of the organization's culture.
218
What are examples of company benefits and perks in relation to culture?
They are visible artifacts that reflect the organization's culture.
219
What is employee selection?
Selecting those who have values and beliefs consistent with desired culture.
220
What is the general environment?
The economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations.
221
What is a specific environment in business?
The customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry.
222
What factors directly affect how a company does business?
Customers, competitors, suppliers, industry regulations, and advocacy groups.
223
What are business confidence indices?
Indicates that show managers' level of confidence about future business growth.
224
What is competitive analysis?
A process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses.
225
What is supplier dependence?
The degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources of that product.
226
What is buyer dependence?
The degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products.
227
What is opportunistic behavior?
A transaction in which one party in the relationship benefits at the expense of the other.
228
What is relationship behavior?
Establishment of mutually beneficial, long term exchanges between buyers and suppliers.
229
What is public communications?
An advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy group's message out.
230
What is media advocacy?
An advocacy group tactic that involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage.
231
What is a product boycott?
An advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service.
232
What are cognitive maps?
Graphic depictions of how managers believe environmental factors relate to possible organizational actions.
233
What are organizational ceremonies?
Gatherings in which symbolic acts commemorate or celebrate notable achievements or changes.
234
What is a company's mission?
Company's purpose or reason for existing.
235
What is constant organizational culture?
When a company actively defines and teaches organizational values, beliefs, and attitudes.
