Chapter 1 Flashcards
who defined Management as the process of forecasting, planning, organizing, commanding, corrdinating, and controllin
Henri Fayol (20th century
who defined the manangement as the process of planning, coordination, control and motivation
E.F.L Brech
Who defined organizational direction based on sound common sense, pride in the organization and ethusiasm for its works
Tom Peter
american writer best known for business book in search of excellence, defined management differently but also embedded in theories of management based on the managerial functions
Tom peters
it is the attainment of organization goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources
Management
if there is an organization, then there is always a ____
goal
this is getting what you aim for at the same time decrease wastage resources
Efficient
this pertains to several resources like man power , money, machines, and materials
organizational resources
is the greatest resource of an organization
man power
9 nature of management
- Universal
- Social Process
- Goal oriented
- Science and art
- group effort
- intangible
- required at all level
- separate from ownership
- purposeful activity
management is composed of a group of people thus it shows management as a _____
social process
refers to the activities to achieve the organization’s objectives
planning
refers to the resources and activities to achieve the organization’s obectives
organizing
refers to the organization with qualified people
Staffing
employees activities toward achievement of objectives
Directing
the organization’s activities to keep it on course
Controlling
process of determining the organization’s objective and deciding how to accomplish them
planning
structuring f resources & activities to accomplish objectives efficiently & effectively
organizing
management function shown in dividing activities into department sections and jobs, subdividing jobs
organizing
T/F: organizing is a management function that is important because it creates synergy
TRUE
T/F: Staffing is important because it establishes lines of authority
False, it is organizing
T/F: downsizing improves communication and improves competitiveness
False, it is organizing
hiring people to carry out the work of the organization
Staffing
4 importance of staffing includes
- recruiting
- determine skills
- motivate and train
- compensation levels
it is the elimination of significant number of employees
downsizing
right sizing, trimming the fat
downsizing
this is a management function pertaining to grouping together, transferring, laying off, and redundancy
Downsizing
what organization protects employees
NLRC - National Labor Relations Commission
motivating and leading employees to achieve organization objectives
Directing
3 motivations for directing
- Incentives
- Employee involvement
- recognization and appreciation
pertains to raise and promotion in directing
incentives
pertains to cost reduction, customer service, and new products in directing
employee involvement
process of evaluating and correcting activities to keep organization on course
Controlling
what are the 5 activities of controlling as a management function
- Measuring performance
- comparing performace against standards
- identifying deviations from standards
- investigating ccuases of deviations
- taking corrective action
takes charge of the mangement
manager
oversees the activities to achieve set goal or purpose
Manager
T/F: A good characteristic of a manager possess well-defined goals
TRUE
T/F: A manager allocated resources according to priorities
TRUE
T/F: A manager makes decisions, act upon them, and accept responsibility for them
TRUE
T/F: A manager should always be correct, employees should be willing to compromise
FALSE
T/F: A manager should not depend on their subordinates
False, they should delegate and to depend on subordinates
T/F: one bad characteristic of a manager is being self-motivated and self-controlled
False, it is a good characteristic
T/F: A laboratory manager must maintain good relationship with others
TRUE
T/F: A laboratory manager should be emotionally mature
TRUE
T/F: A laboratory manager is able to cope with frustration, disappointment, and stress
TRUE
T/F: A bad characteristic of a laboratory manager is appraising oneself and one’s performance objectively
False, it is a good characteristic
T/F: A characteristic of a laboratory manager should expect that one will keep on growing, and improve one’s performance and continue to develop
TRUE
3 roles of managers
Interpersonal Information
Decisional
Interpersonal Role: symbolic head; required to perform a number of routine duties of a legal or social nature
Figurehead
Interpersonal Role: ceremonies status request, solicitations
Figurehead
Interpersonal Role: responsible for the motivation and direction of subordinates
Leader
Interpersonal Role: virtually all managerial activities involving subordinates
Leader
Interpersonal Role: maintains a network of outside contact who provide favors and information
Liaison
Interpersonal Role: acknowledgement of mail external board work
Liaison
Informational Role: receives wide variety of information; serves as nerve center of internal and external information of the organization
Monitor
Informational Role: handling all mail and contacts categorized as concerned primarily with receiving information
Monitor
Informational Role:transmits information received from outsiders or other subordinates to members of the organization
Disseminator
Informational Role:forwarding mail into organization for information purposes;
Disseminator
Informational Role:verbal contact involving information flow to subordinates such as review sessions
Disseminator
Informational Role: Transmits information to outsiders on organizations plans, policies, actions, and results, serves as expert on organization’s industry
Spokesperson
Informational Role:board meeting, handling contacts involving transmission of information to outsiders
Spokesperson
Decisional Role: searches organization and its environment for opportunities and initiates projects to being about change
Entrepreneur
Decisional Role: strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
Decisional Role: responsible for corrective action when organization faces important, unexpected disturbances
Disturbance handler
Decisional Role: making or approving significant organization decisions
Resource allocator
Decisional Role: scheduling, request for authorization, budgeting, and programming of subordinates work
Resource allocator
Decisional Role: responsible for representing the organization at major negotiations
Negotiator
Decisional Role: contract negotiation
negotiator
3 managerial skills
- Technical
- Human
- Conceptual
A manager shows ____ by being competent in specialized area, analytical ability and the ability to use appropriate tools and techniques
Technical Skills
A manager shows _______ because they understand what is needed to get the job done
Technical skills
a manager shows ______ by understanding the physical operation
technical skills
a manager shows ______ by doing hands-on activity with basic product or process knowledge
technical skills
a manager shows ______ by producing the actual products a company is designed to produce
Technical Skills
this is the ability of an individual to cooperate with other members of the organization and work effectively in teams
Human skills
Skill: interpersonal relationships
human skills
Skill: solving people’s problem and acceptance of other employees
Human skills
this is what you want your organization to become in a specific time frame
Vision
this is something you would want your organization to deliver to your clients
Mission
this is the ability of an individual to analyze the complex situations and to rationally process and interpret available information
Conceptual skills
skill: idea generation
conceptual skills
skill: analytical process of information
conceptual skills
3 levels of management
- Top
- Middle
- First-line/supervisory management
level of management: president
top management
level of management: Chief executive Officer (CEO)
Top managemetn
level of management: chief financial officer (CFO)
Top management
level of management: Chief operations officer (COO)
Top management
level of management: responsible for tactical planning
Middle management
level of management: implement general guidelines established by top management
Middle management
level of management: supervise workers
First-line management
level of management: overdose daily operations
First-line management
level of management: directing and controlling primary functions
First-line management
Yes or No, Indicators of lack of management skills: not listening while people are talking
Yes
Yes or No, Indicators of lack of management skills: macromanaging
false, micromanaging
Yes or No, Indicators of lack of management skills: not focusing on the task but focusing on individuals
no, this is not lacking because we have to focus on individuals
Yes or No, Indicators of lack of management skills: enforcing standards
No
Yes or No, Indicators of lack of management skills: lack of effective communication of expectations
Yes
Yes or No, Indicators of lack of management skills: giving feedback to employees
no, it is right to give positive and negative feedback
Yes or No, Indicators of lack of management skills: communicating on a need to know basis only
Yes
Yes or No, Indicators of lack of management skills: making decisions and then asking for feedback
Yes
Yes or No, Indicators of lack of management skills: passing the buck, blaming other people for your mistake
Yes
Yes or No, Indicators of lack of management skills: NO SENSE OF HUMOR
Yes
T/F: A manager makes decisions, act upon them, and accept responsibility for them
TRUE
