#1.1 : Basic Concepts and Theories of Management Flashcards

1
Q

It is the process of planning, organizing, leading, and controlling the activities of the organization effectively and efficiently to achieve organizational goals.

A

Management

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2
Q

Why is it a science?

A

Because it contains a body of knowledge that becomes the organizational framework of many companies.

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3
Q

Why is it an art?

A

Because of the creativity applied in management strategies, the innovations used and the reliance on intuition.

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4
Q

Difference of efficiency and effectiveness

A

Efficiency is how you go about accomplishing
something (means) or doing things right,
while effectiveness is the attainment or
completion of a goal (ends), or doing the right
thing.

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5
Q

5 factors influencing management

A

Globalization, Technology, Sustainability and Corporate Social Responsibility, Psychology, and Ecosystem

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6
Q

It refers to the development of simple work methods to more complex ones.

A

Evolution in management

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7
Q

This management theory makes use of the
step-by-step, scientific methods for
finding the single best way of doing a job.

A

Scientific Management Theory (by Frederick Taylor)

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8
Q

This theory concentrates on the manager’s functions and what makes up a good
management practice or implementation.

A

General Administrative Theory (by Henri Fayol and Max Weber)

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9
Q

According to Weber’s Bureaucratic Management, bureaucracy is an organizational form distinguished by 4 components:

A

Division of labor, Hierarchical identification of job positions, Detailed rules and regulations, and Impersonal connections with one another

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10
Q

This theory is a study on the socio-psychological aspects of human behavior.

A

Human Relations Theory (by Elton Mayo and Abraham Maslow)

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11
Q

This theory uses quantitative approaches such as statistical analyses and computer simulations to arrive at a management decision.

A

Quantitative Management Theory

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12
Q

This theory explains how the interrelated parts operate together to accomplish a common purpose; inter-connectiveness of different departments.

A

Systems Theory

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13
Q

This model/theory states that the personality of the leader determines how well he or she addresses situations in the workplace.

A

Contingency Theory (by Fred Fiedler)

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14
Q

This theory states that quality must be continually maintained through regular evaluation, testing, and the implementation of improvements in the organization.

A

Quality Management Theory (by W. Edwards Deming and Joseph M. Juran)

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15
Q

4 Fitness of Quality According to Juran

A

Quality of Design, Quality of Performance, Availability, and Full service

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16
Q

The study of the way people interacts within groups; The central idea is that a scientific approach can be applied to the management
of workers.

A

Organizational Behavior (OB) Approach

17
Q

4 early supporters of the OB Approach

A

Robert Owen, Mary Parker Follet, Hugo Munsterberg, and Chester Barnard

18
Q

These are people responsible for supervising the use of an organization’s resources to meet its goals.

A

Managers

19
Q

6 types of managers

A

Problem-solving, pitchfork, presumptuous, passive, perfect, and proactive

20
Q

4 managerial tasks

A

planning, organizing, leading, and controlling

21
Q

It is the process of identifying and selecting
the appropriate goals and courses of action to be
taken by an organization.

A

planning

22
Q

It refers to structuring the business organization in
such a way that employees are grouped to perform tasks or
jobs.

A

organizing

23
Q

It is influencing other people to get the job done

A

leading

24
Q

It is making sure that an organization’s performance

is up to par with the goals previously set.

A

controlling

25
Q

3 typical management levels

A

top-level, middle-level, and frontline

26
Q

They have authority over all other human resources of their organization.

A

Top-level Managers (Corporate Managers)

27
Q

They formulate specific objectives and activities based on the strategic or general goals
and objectives developed by top-level managers.

A

Middle-level Managers (Tactical Managers)

28
Q

Responsible for supervising the organization’s day-to-day activities.

A

Frontline Managers (Operational Managers)

29
Q

3 management roles

A

Interpersonal, Information, and Decision

30
Q

3 basic management skills

A

Technical, Conceptual/Decisional, and Human