Chapter 1 Flashcards
1
Q
a group of people working together in a structured and coordinated fashion to achieve goal a set of goals
A
organization
2
Q
what are examples of organizational goals?
A
- profit seeking
- the discovery of knowledge
- national defense
- coordination
- social needs
3
Q
a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
A
management
4
Q
what are the four basic management functions?
A
- Planning and decision making
- Organizing
- Leading
- Controlling
5
Q
what are 4 types of resources?
A
- Human
- Financial
- Physical
- Information
6
Q
someone whose primary responsibility is to carry out the management process
A
manager
7
Q
using resources wisely in a cost effective way
A
efficient
8
Q
making the right decisions and successfully implementing them
A
effective
9
Q
what are the three levels of management
A
- top managers
- middle managers
- first line managers
10
Q
what type of people are top managers?
A
- Small group of executives who manage the overall organization
- President, vice president and chief executive officer (CEO)
11
Q
what are top managers responsible for?
A
- Create organizations goals, strategy and operating policies
- Represent the organization in meeting etc
- Make decisions about activities involving other companies, research and development, entering or abandoning markets, and building new plants or offices
12
Q
what type of people are middle managers?
A
- Largest group of managers
- Plant manager, operations manager, and division head
13
Q
what are middle managers responsible for?
A
- Responsible for implementing policies and plans developed by top managers
- And supervising/ coordinating activities of lower level managers
14
Q
what type of people are first line managers?
A
- Supervise and coordinate the activities of operating employees
- Supervisor, coordinator, and office manager
15
Q
what are first line managers responsible for?
A
- Oversee day to day operation, hire employees, and handle other routine administrative duties
- Spend a lot of time supervising the work of their subordinates
16
Q
successful organizations have to be what?
A
efficient and effective
17
Q
what are the different management areas?
A
- marketing
- financial
- operations
- human resources
- administrative
- other
18
Q
what is a marketing manager responsible for?
A
- Getting consumers and clients to buy the organization’s products or services
- Include new product development, promotion, and distribution
19
Q
what is a financial manager responsible for?
A
-Responsible for things such as accounting, cash management, and investments
20
Q
what is an operations manager responsible for?
A
- Create and manage systems that create the organization’s products and services
- Production control, inventory control, quality control, print layout, and site selection
21
Q
what is a human resources manager responsible for?
A
- Hire and develop employees
- Human resource planning, recruiting and selecting employees, training and development, designing compensation and benefits systems, personal performance systems, and discharging low performance employees
22
Q
what is an administrative manager responsible for?
A
- No specific management specialty
- Generalists who have a basic understanding of all areas
23
Q
what are some examples of other types of managers?
A
public relations, research and development managers and other specialized managers
24
Q
setting and organizations goals and deciding how to best achieve them
A
planning
25
a part of the planning process that involves selecting a course of action from a set of alternatives
decision making
26
Determining how activities and resources are to be grouped
organizing
27
motivating members of the organization to work together to further the interests of the organization.
leading
28
monitoring and correcting organizational progress toward goal attainment
controlling
29
what are the 7 management skills
- technical
- interpersonal
- conceptual
- diagnostic
- communication
- decision making
- time management
30
the skills necessary to accomplish or understand the specific kind of work done in an organization
technical skills
31
the ability to communicate with, understand and motivate both individuals and groups
interpersonal skills
32
the managers ability to think in the abstract
conceptual skills
33
the managers ability to visualize the most appropriate response to a situation
diagnostic skills
34
the managers ability both to effectively convey ideas and information to others and effectively receive ideas and information from others
communication skills
35
the managers ability to correctly recognize and define problems and opportunities and to then select and appropriate course of action to solve problems and capitalize on opportunities
decision making skills
36
the managers ability to prioritize work in order to work efficiently and to delegate appropriately
time management skills
37
a conceptual framework for organizing knowledge and providing a blueprint for action
theory
38
why is history important in management?
-to avoid the mistakes made in the past
39
consists of two distinct branches: scientific management and administrative management
Classical Management Perspective
40
concerned with improving the performance of individual workers
scientific management
41
what are the steps of scientific management?
- develop
- select employees and train them
- supervise them
- plan the work so workers can complete the job
42
employees deliberately working at a slower pace than their capabilities
soldering
43
focuses on managing the total organization
Administrative Management
44
who invented the four basic management functions?
Henri Fayol
45
emphasizes individual attitudes and behaviors and group processes
Behavioral Management Perspective
46
the practice of applying psychological concepts to industrial settings
industrial psychology
47
argued that workers respond primarily to the social context of the workplace
human relations movement
48
who believed that people are motivated by a hierarchy of god?
Abraham Maslow
49
who believed in theory x and y?
Douglas McGregor
50
a pessimistic and negative view of workers consistent with the views of scientific management
theory X
51
a positive view of workers; it represents the assumptions that human relations advocates make
theory Y
52
what are some points about theory x
- People do not like work and try to avoid it
- People do not like work so managers have to control, direct, coerce and threaten employees to get them to work toward organizational goals
- People prefer to be directed, to avoid responsibility and to want security: they have little ambition
53
what are some points about theory y
- People do not naturally dislike work; work is a natural part of life
- People are internally motivated to reach objectives to which they are committed
- People are committed to goals to the degree that they receive personal rewards when they reach their objectives
- People will both seek and accept responsibility under favorable conditions
- People have the capacity to be innovative in solving organizational problems
- People are bright but under most organizational conditions, their potential is underutilized
54
contemporary field focusing on behavioral perspectives on management
organizational behavior
55
applies quantitative techniques to management
The Quantitative Management Perspective
56
what are the two different branches of the Quantitative Management Perspective?
management science and operations management
57
focuses specifically on the development of mathematical models
management science
58
concerned with helping the organization more efficiently produce its products or services
operations management
59
an interrelated set of elements functioning as a whole
system
60
what are the four basic elements of a system
- inputs
- transformation processes
- outputs
- feedback
61
a system that interacts with its environment
open systems
62
a system that does not interact with their environment
closed systems
63
a system within another system
subsystem
64
two or more subsystems working together to produce more than the total of what they might produce working alone
synergy
65
a normal process leading to system decline
entropy
66
suggests that appropriate managerial behavior in a given situation depends on or is contingent on unique elements in a given situation
contingency perspective
67
what are examples of management challenges?
- globalization
- ethics and social responsibility
- quality
- shift toward a service economy
- the economic recession
- rapid changing workplace
- diversity
- keeping people motivated
- now environment
- new technology
68
Who are Frank and Lilian Gilbreth?
they developed techniques and strategies for eliminating inefficiency
69
explain the Western Electric group study
- lighting was adjusted to test the productivity of workers
- overproducing workers were rate busters
- underproducing workers were chiselers
70
the human relations movement
- Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics.
- Assumed that the manager’s concern for workers would lead to increased worker satisfaction and improved worker performance.
- grew out of hawthorne's studies
