1ST QUARTER 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 management 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 management 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

Type of manager that focuses on providing solutions to every problem. This manager also concentrates on achieving the company’s goal.

A

Problem Solving Manager

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5
Q

Type of manager that threatens employees to work toward a goal (uses iron hand).

A

Pitchfork Manager

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6
Q

Type of manager that thinks only of himself or herself (not a team player).

A

Presumptuous Manager

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7
Q

Type of manager that is open to change and personal growth. However, he/she can be very mechanical and may lack interpersonal skills.

A

Perfect Manager

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8
Q

Type of manager that wants to please everyone and makes the team members happy.

A

Passive Manager

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9
Q

The downside of being a crowd-pleaser of a passive manager

A

Being a crowd-pleaser becomes a hindrance because of his/her lack of drive and assertiveness to manage the team (avoid confrontation).

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10
Q

Type of manager that possesses the good qualities of the other types of managers.

A

Proactive Manager

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11
Q

Every manager should strive to become a _______ manager who embodies the true traits of an outstanding manager.

A

proactive

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12
Q

The facility to identify and resolve problems for the benefit of an organization and its members.

A

Conceptual/Decision Skills

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12
Q

The aptitude to perform specialized tasks involving particular methods or processes. (Management Skill)

A

Technical Skills

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13
Q

The talent to lead, motivate, and communicate effectively with others is often identified with top-level managers or candidates for executive positions.

A

Human/Interpersonal or People Skills

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14
Q

Top-Level Management Function, Roles, and Skills

A

Function: Planning
Roles: Interpersonal
Skills: Conceptual

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14
Q

Middle-Level Management Function, Roles, and Skills

A

Function: Organizing
Roles: Informational
Skills: Human

15
Q

Frontline Management Function, Roles, and Skills

A

Function: Controlling
Roles: Decisional
Skills: Technical

16
Q

It is one of the most structured and used planning methods to evaluate a business venture.

A

SWOT Analysis

17
Q

Other term for SWOT Analysis

A

SWOT Matrix

18
Q

Presence or absence of internal resources give rise to ______ & _______.

A

Strengths & Weaknesses

19
Q

_________ (suppliers, rivalry, and buyers) & _______ (new entrants, rivalry, and substitutes) is the external and competitive environment.

A

Opportunities & Threats

20
Q

These are things that your organization does particularly well, or in a way that distinguishes you from your competitors.

A

Strengths

21
Q

Give one example of Strengths

A

motivation of your staff, access to certain materials, or a strong set of manufacturing processes.

22
Q

These are inherent features of your organization that can be improved or practices that can be avoided

A

Weaknesses

23
Q

Give one example of Weaknesses

A

lack of people, resources, systems, and unclear procedures.

24
Q

These are openings or chances for something positive to happen.

A

Opportunities

25
Q

Give one example of Opportunities

A

developed market, few competitors, demand for the product/service, and media coverage

26
Q

These include anything that can negatively affect your business from the outside.

A

Threats

27
Q

Give one example of Threats

A

supply-chain problems, shifts in market requirements, a shortage of recruits, and emerging competitors

28
Q

A process that involves the setting of the organization’s goals, establishing strategies for accomplishing those goals and developing plans of action or means that managers intend to use to achieve organizational goals.

A

Planning

29
Q

3 importance of planning

A

It involves the identification of the company’s mission and objective, bridges the gap from where we are to where we want to go, and determines the resources that can be utilized.

30
Q

These are communication device that represents an extreme simplification of complex programs and projects.

A

Action Plan

31
Q

5 Action Plan components

A

Objectives, Tasks, Time Frame, Success Indicators, and Resources

32
Q

The specific, measurable list of goals that companies hope to maintain or attain.; should follow the SMART criteria

A

Objectives (List of Goals)

33
Q

Specific actions to do in order to achieve the goals; should also follow the SMART criteria.

A

Tasks (What to do to achieve goals)

34
Q

Criteria/s on how the objective will be indicated as successful.

A

Success Indicators (How will you identify the business)

35
Q

Duration of the tasks ; by when the tasks should be completed.

A

Time Frame

36
Q

Components to use/ implement to complete the tasks.

A

Resources (What or who can help complete the tasks)