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Principles of Management > Chapter 1 > Flashcards

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

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2
Q

what are examples of organizational goals?

A
  • profit seeking
  • the discovery of knowledge
  • national defense
  • coordination
  • social needs
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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

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4
Q

what are the four basic management functions?

A
  • Planning and decision making
  • Organizing
  • Leading
  • Controlling
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5
Q

what are 4 types of resources?

A
  • Human
  • Financial
  • Physical
  • Information
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6
Q

someone whose primary responsibility is to carry out the management process

A

manager

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7
Q

using resources wisely in a cost effective way

A

efficient

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8
Q

making the right decisions and successfully implementing them

A

effective

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9
Q

what are the three levels of management

A
  • top managers
  • middle managers
  • first line managers
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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)
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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
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12
Q

what type of people are middle managers?

A
  • Largest group of managers

- Plant manager, operations manager, and division head

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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
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14
Q

what type of people are first line managers?

A
  • Supervise and coordinate the activities of operating employees
  • Supervisor, coordinator, and office manager
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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
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16
Q

successful organizations have to be what?

A

efficient and effective

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17
Q

what are the different management areas?

A
  • marketing
  • financial
  • operations
  • human resources
  • administrative
  • other
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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
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19
Q

what is a financial manager responsible for?

A

-Responsible for things such as accounting, cash management, and investments

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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
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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
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22
Q

what is an administrative manager responsible for?

A
  • No specific management specialty

- Generalists who have a basic understanding of all areas

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23
Q

what are some examples of other types of managers?

A

public relations, research and development managers and other specialized managers

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24
Q

setting and organizations goals and deciding how to best achieve them

A

planning

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25
Q

a part of the planning process that involves selecting a course of action from a set of alternatives

A

decision making

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26
Q

Determining how activities and resources are to be grouped

A

organizing

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27
Q

motivating members of the organization to work together to further the interests of the organization.

A

leading

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28
Q

monitoring and correcting organizational progress toward goal attainment

A

controlling

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29
Q

what are the 7 management skills

A
  • technical
  • interpersonal
  • conceptual
  • diagnostic
  • communication
  • decision making
  • time management
30
Q

the skills necessary to accomplish or understand the specific kind of work done in an organization

A

technical skills

31
Q

the ability to communicate with, understand and motivate both individuals and groups

A

interpersonal skills

32
Q

the managers ability to think in the abstract

A

conceptual skills

33
Q

the managers ability to visualize the most appropriate response to a situation

A

diagnostic skills

34
Q

the managers ability both to effectively convey ideas and information to others and effectively receive ideas and information from others

A

communication skills

35
Q

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

A

decision making skills

36
Q

the managers ability to prioritize work in order to work efficiently and to delegate appropriately

A

time management skills

37
Q

a conceptual framework for organizing knowledge and providing a blueprint for action

A

theory

38
Q

why is history important in management?

A

-to avoid the mistakes made in the past

39
Q

consists of two distinct branches: scientific management and administrative management

A

Classical Management Perspective

40
Q

concerned with improving the performance of individual workers

A

scientific management

41
Q

what are the steps of scientific management?

A
  • develop
  • select employees and train them
  • supervise them
  • plan the work so workers can complete the job
42
Q

employees deliberately working at a slower pace than their capabilities

A

soldering

43
Q

focuses on managing the total organization

A

Administrative Management

44
Q

who invented the four basic management functions?

A

Henri Fayol

45
Q

emphasizes individual attitudes and behaviors and group processes

A

Behavioral Management Perspective

46
Q

the practice of applying psychological concepts to industrial settings

A

industrial psychology

47
Q

argued that workers respond primarily to the social context of the workplace

A

human relations movement

48
Q

who believed that people are motivated by a hierarchy of god?

A

Abraham Maslow

49
Q

who believed in theory x and y?

A

Douglas McGregor

50
Q

a pessimistic and negative view of workers consistent with the views of scientific management

A

theory X

51
Q

a positive view of workers; it represents the assumptions that human relations advocates make

A

theory Y

52
Q

what are some points about theory x

A
  • 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
Q

what are some points about theory y

A
  • 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
Q

contemporary field focusing on behavioral perspectives on management

A

organizational behavior

55
Q

applies quantitative techniques to management

A

The Quantitative Management Perspective

56
Q

what are the two different branches of the Quantitative Management Perspective?

A

management science and operations management

57
Q

focuses specifically on the development of mathematical models

A

management science

58
Q

concerned with helping the organization more efficiently produce its products or services

A

operations management

59
Q

an interrelated set of elements functioning as a whole

A

system

60
Q

what are the four basic elements of a system

A
  • inputs
  • transformation processes
  • outputs
  • feedback
61
Q

a system that interacts with its environment

A

open systems

62
Q

a system that does not interact with their environment

A

closed systems

63
Q

a system within another system

A

subsystem

64
Q

two or more subsystems working together to produce more than the total of what they might produce working alone

A

synergy

65
Q

a normal process leading to system decline

A

entropy

66
Q

suggests that appropriate managerial behavior in a given situation depends on or is contingent on unique elements in a given situation

A

contingency perspective

67
Q

what are examples of management challenges?

A
  • 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
Q

Who are Frank and Lilian Gilbreth?

A

they developed techniques and strategies for eliminating inefficiency

69
Q

explain the Western Electric group study

A
  • lighting was adjusted to test the productivity of workers
  • overproducing workers were rate busters
  • underproducing workers were chiselers
70
Q

the human relations movement

A
  • 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

Principles of Management (7 decks)

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