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Management And Leadership > Chapter 1 > Flashcards

Chapter 1 Flashcards

0
Q

Management

A

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

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0
Q

What do managers do?

A 
1 set objectives 
2 organize 
3 motivate and communicate 
4 measure 
5 develop people
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1
Q

Acceptance theory of authority

A

States that people have free will and can choose whether or not to follow management orders.

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2
Q

1.) Set objectives

A

Establish goals for the group and decide what must be done to achieve them

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2
Q

2.) Organize

A

Divide work into manageable activities and select people to accomplish tasks

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3
Q

3.) Motivate and Communicate

A

Create teamwork via decisions on pay, promotions, etc. , and through communication.

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4
Q

4.) Measure

A

Set targets and standards; appraise performance

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5
Q

5.) Develop People

A

Recognize the value of employees and develop this critical organizational asset.

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6
Q

4 management functions

A

Planning
Organizing
Leading
Controlling

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7
Q

Planning

A

Select goals and ways to attain them

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8
Q

Organizing

A

Assign responsibility for task accomplishment

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9
Q

Leading

A

Use influence to motivate employees

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10
Q

Controlling

A

Monitor activities and make corrections

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11
Q

Organization

A

Social entity that is goal directed and deliberately structured

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12
Q

Organizational effectiveness

A

Providing a product or service that customers value

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13
Q

Organizational efficiency

A

The amount of resources used to achieve an organizational goal

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14
Q

Management skills

A

Three categories: conceptual, human, technical

The application of management skills change as managers mover up the hierarchy

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15
Q

Common management failures

A
  • Not listening to customers
  • Misinterpreting signals from market
  • Not building teams
  • Inability to execute strategies
  • Fail to comprehend/adapt to change
  • Poor communication/interpersonal skills
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16
Q

role

A

Set of expectations for a managers behavior

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17
Q

Three subcategories of the ten manager roles

A

Interpersonal

Decisional

Informational

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18
Q

Interpersonal

A

Figured Head

Leader

Liaison

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19
Q

Decisional

A

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

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20
Q

Informational

A

Monitor

Disseminator

Spokesperson

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21
Q

From controller

A

To enabler

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22
Q

From supervising individuals

A

To leading teams

23
Q

From conflict and competition

A

To conversation and collaboration

24
Q

From autocratic

A

To dispersed and empowering

25
Q

From maintaining stability

A

To mobilizing for change

26
Q

Social forces

A

Aspects of culture that guide and influence relationships among people

27
Q

Political forces

A

Influence of political and legal institutions on people and organizations

28
Q

Economic forces

A

The availability, production, and distribution of resources

29
Q

Classical perspective

A

Emerged during the nineteenth and early twentieth centuries.

Large, complex organizations required new approaches to coordination and control

30
Q

Three subfield of the classical perspective

A

Scientific management

Bureaucratic organizations

Administrative principles

31
Q

Scientific management

A

Frederick Winslow Taylor

Management decisions would be based on precise procedures based on study

34
Q

Bureaucracy

A

A system of administration distinguished by its (1) clear hierarchy of authority, (2) rigid division of labor, (3) written and inflexible rules, and (4) impersonal relationships.

35
Q

Bureaucratic organizations approach

A

A systematic approach developed in Europe that looked at the organization as a whole, a subfield within the classical perspective. Max weber, German theorist, introduced most of the concepts.

36
Q

Behavioral science approach

A

Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.

37
Q

Administrative principles approach

A

Subfield of the classical perspective that focuses on the total organization rather than the productivity of the individual worker. Major contributor to this approach was a French engineer named Henri Fayol.

38
Q

Five functions of management identified by administrative principles

A 
Planning
Organizing
Commanding
Coordinating
Controlling
39
Q

Humanistic perspective

A

Mary Parker Follet & Chester Barnard

Understand human behaviors, needs, and attitudes in the workplace

Contrast to scientific management- importance of people rather than engineering techniques

40
Q

Empowerment

A

Facilitating rather than controlling

41
Q

Hawthorne studies

A

Human relations played key variable in increasing performance

Employees performed better when managers treated them positively

42
Q

Human relations movement

A

Effective control comes from within the employee.

Hawthorne studies

43
Q

Human resource perspective

A

From worker participation and considerate leadership to managing work performance

Combine motivation with job design

44
Q

Maslow and mcgregor

A

Extended and challenged current theories:

Maslows hierarchy
Mcgregor theory x and y

45
Q

Behavioral science approach

A

Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting

46
Q

Organizational development

A

Field that uses behavioral sciences to improve organization

47
Q

Management science (aka quantitative perspective)

A

Use of mathematics and statistics to aid management decision making
•enhanced development and perfection of the computer

48
Q

Operations management

A

Focuses on the physical production of goods and services

49
Q

Information technology

A

Focuses on technology and software to aid managers

50
Q

Quants

A

Financial managers who base their decisions on complex quantitative analysis

51
Q

System thinking

A

The ability to see the distinct elements of a situation as well as the complexities

52
Q

System

A

Set of interrelated parts that function as a whole to achieve a common purpose

53
Q

Subsystem

A

Parts of the system that are all interconnected

54
Q

Synergy

A

The whole is greater than the sum of its parts

55
Q

Contingency view of management

A

Organizational phenomena exists in logical patterns.

Managers devise and apply similar responses to common types of problems.

56
Q

Total quality management

A

Strongly associated with Japan.

Integrated high-quality values in every activity.

57
Q

Elements of quality management

A

Employee involvement
Focus on the customer
Benchmarking
Continuous improvement

58
Q

Social media programs

A

Company online community pages, social media sites, microblogging platforms and online forums

59
Q

Customer relationship management

A

Technology used to build relationships with customers

60
Q

Outsourcing

A

Contracting functions it activities to other organizations to cut costs

61
Q

Supply chain management

A

Managing supplier and purchaser relationships to get goods to customers

Management And Leadership (6 decks)

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