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Management > Chapter 1 & 2 > Flashcards

Chapter 1 & 2 Flashcards

1
Q

Getting work done through others is called?

A

Management

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2
Q

Getting work done with a minimum of effort, expense or waste is called?

A

Efficiency

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3
Q

Accomplishing tasks that help fulfill organizational objectives such as customer service & satisfaction is called?

A

Effectiveness

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4
Q

The four functions of Management?

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
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5
Q

Deciding WHERE decisions will be made, WHO will do what jobs and tasks, and who will work for whom.

A

Organizing

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6
Q

Inspiring and motivating workers to work hard to achieve organizational goals.

A

Leading

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7
Q

Monitoring progress toward goal achievement and taking corrective action when needed.

A

Controlling

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8
Q

Determining organizational goals and a means for achieving them.

A

Planning

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9
Q

Executives responsible for the overall direction of the organization.

A

Top Managers Responcibilities

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10
Q

3 Top Manager Jobs

A
  1. CEO
  2. CFO
  3. CIO
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11
Q

4 Responsibilities of Top Managers

A
  1. Change
  2. Commitment
  3. Culture
  4. Environment
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12
Q

Responsible for setting objectives consistent with top manager’s goals and for planning and implementing subunit strategies for achieving these objectives.

A

Middle Managers Responcibilities

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13
Q

4 Middle Manager Jobs

A
  1. General Manager
  2. Plant Manager
  3. Regional Manager
  4. Divisional Manager
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14
Q

5 Middle Manager Responcibilities

A
  1. Resources
  2. Objectives
  3. Coordination
  4. Subunit Performance
  5. Strategy Implementation
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15
Q

Train and Supervise the performance of non-managerial employees who are directly responsible for producing the companies products or services.

A

First-line Managers Responcibilities

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16
Q

3 First-line Manager Jobs

A
  1. Office Manager
  2. Shift Supervisor
  3. Department Manager
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17
Q

4 First-line Manager Responcibilities

A
  1. Nonmanagerial worker supervision
  2. Teaching and Training
  3. Scheduling
  4. Facilitation
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18
Q

Managers responsible for facilitating team activities toward goal accomplishment.

A

Team Leaders

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19
Q

3 Team Leader Jobs

A
  1. Team Leader
  2. Team Contact
  3. Group Facilitator
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20
Q

The interpersonal role managers play when they perform ceremonial duties.

A

Figurehead Role

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21
Q

The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.

A

Leader Role

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22
Q

The interpersonal role managers play when they deal with people outside their unit.

A

Liaison Role

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23
Q

The informational role managers play when they scan their environment for information.

A

Monitor Role

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24
Q

The informational role managers play when they share information with others in their-departments or companies.

A

Disseminator Role

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25
Q

The informational role managers play when they share information with people outside their departments or companies.

A

Spokesperson Role

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26
Q

The decisional role managers play when they adapt themselves, their subordinates, and their units to change.

A

Entrepreneur Role

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27
Q

The decisional role managers play when they respond to severe pressure and problems that demand immediate action.

A

Disturbance Handler Role

28
Q

The decisional role managers play when they decide who gets what resources and in what amounts.

A

Resource Allocator Role

29
Q

The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.

A

Negotiator Role

30
Q

The specialized procedures, techniques, and knowledge required to get the job done.

A

Technical Skills

31
Q

The ability to work well with others.

A

Human Skills

32
Q

The ability to see the organization as a whole, understand how the different parts effect each other, and recognize how the company fits into or is affected by its environment.

A

Conceptual Skills

33
Q

An assessment of how enthusiastic employees are about managing the work of others.

A

Motivation to Manage

34
Q

Thoroughly studying and testing different work methods to identify the best, most effective way to complete a job.

A

Scientific Management

35
Q

When workers deliberately slow their pace or restrict their work output.

A

Soldiering

36
Q

A group member whose work pace is significantly faster than the normal pace in his or her group.

A

Rate Buster

37
Q

Four Principals of Scientific Management

A
  1. Develop a Science for each element of a man’s work.
  2. Scientifically Select & Train
  3. Ensure the men are following the Science.
  4. Equal division of work between Managers/Workers.
38
Q

Father of Scientific Management

A

Fredrick W. Taylor (1865-1915)

39
Q

Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive.

A

Motion Study

40
Q

Timing how long it takes good workers to complete each part of their jobs.

A

Time Study

41
Q

A graphical chart that shows which tasks must be completed at which times in order to complete a project or task.

A

Gnatt Chart

42
Q

The exercise of control on the basis of knowledge, expertise, or experience.

A

Bureaucracy

43
Q

An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other parties desires and objectives.

A

Domination

44
Q

An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict.

A

Compromise

45
Q

An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets both needs.

A

Integrative Conflict Resolution

46
Q

A system of consciously coordinating activities or forces created by two or more people.

A

Organization

47
Q

Management that involves managing the daily production of goods and services.

A

Operations Manager

48
Q

3 Operational Managers Jobs

A
  1. Use Mathematical Ways to Increase Productivity
  2. Improve Quality
  3. Reduce Costs
49
Q

Tools used by Operational Managers

A
  1. Quality Control
  2. Forecasting
  3. Capacity Planning
  4. Productivity Measurement & Improvement
  5. Linear Programming
  6. Scheduling Systems
  7. Inventory Systems
  8. Work Measurement Techniques
  9. Project Management
  10. Cost-Benefit Analysis
50
Q

The amount and number of raw materials, parts, and finished products that a company has in its possession.

A

Inventory

51
Q

What was the first technology to revolutionize the business use of information?

A

Paper and Printing Press

52
Q

A set of interrelated elements or parts that function as a whole.

A

System

53
Q

Smaller systems that operate within the context of a larger system.

A

Subsystem

54
Q

When two or more subsystems working together can produce more than they can working apart.

A

Synergy

55
Q

Systems that can sustain themselves without interacting with their environment.

A

Closed System

56
Q

Systems that can sustain themselves only by interacting with their environment, on which they depend for their survival.

A

Open System

57
Q

Holds that there are no universal management theories and that most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time or place.

A

Contingency Approach

58
Q

What creates Leverage?

A

Management

59
Q

3 Mintzberg’s Managerial Roles

A
  1. Interpersonal
  2. Informational
  3. Decisional
60
Q

3 Interpersonal Roles

A
  1. Figurehead
  2. Leader
  3. Liasion
61
Q

3 Informational Roles

A
  1. Monitor
  2. Disseminator
  3. Spokesperson
62
Q

4 Decisional Roles

A
  1. Entrprenuer
  2. Disturbance Handler
  3. Resouce Allocator
  4. Negotiator
63
Q

What do companies look for in Managers

A
  1. Technical Skills
  2. Human Skills
  3. Conceptual Skills
  4. Motivation to Manage
64
Q

7 Management Practices of Top Performing Companies

A
  1. Employee Security
  2. Selective Hiring
  3. Self-Managed Teams and Decentralization
  4. High Wages Contingent on Org. Performance
  5. Trained and Skilled Development
  6. Reduction of Status Differences
  7. Sharing Information
65
Q

10 Mistakes Managers Make

A
  1. Insensitive
  2. Cold & Aloof
  3. Betrayal of Trust
  4. Overly Ambitious
  5. Performance Problems
  6. Over-Managing: Unable to Delegate or Build a Team
  7. Unable to Staff Effectively
  8. Unable to think Strategically
  9. Unable to Adapt to a Boss with a different style.
  10. Over-Dependent on Advocate or mentor.
66
Q

The Control Process (3 Steps)

A
  1. Set Standards to Achieve Goals.
  2. Compare Actual Performance to Standards.
  3. Make Changes and return to Performance & Standards.
67
Q

4 Competitive Advantages through People

A
  1. Sales Revenues
  2. Profits
  3. Customer Satisfaction
  4. Stock Market Returns

Management (3 decks)

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