Chapter 1 Flashcards
a group of people working together in a structured and coordinated fashion to achieve goal a set of goals
organization
what are examples of organizational goals?
- profit seeking
- the discovery of knowledge
- national defense
- coordination
- social needs
a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
management
what are the four basic management functions?
- Planning and decision making
- Organizing
- Leading
- Controlling
what are 4 types of resources?
- Human
- Financial
- Physical
- Information
someone whose primary responsibility is to carry out the management process
manager
using resources wisely in a cost effective way
efficient
making the right decisions and successfully implementing them
effective
what are the three levels of management
- top managers
- middle managers
- first line managers
what type of people are top managers?
- Small group of executives who manage the overall organization
- President, vice president and chief executive officer (CEO)
what are top managers responsible for?
- 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
what type of people are middle managers?
- Largest group of managers
- Plant manager, operations manager, and division head
what are middle managers responsible for?
- Responsible for implementing policies and plans developed by top managers
- And supervising/ coordinating activities of lower level managers
what type of people are first line managers?
- Supervise and coordinate the activities of operating employees
- Supervisor, coordinator, and office manager
what are first line managers responsible for?
- Oversee day to day operation, hire employees, and handle other routine administrative duties
- Spend a lot of time supervising the work of their subordinates
successful organizations have to be what?
efficient and effective
what are the different management areas?
- marketing
- financial
- operations
- human resources
- administrative
- other
what is a marketing manager responsible for?
- Getting consumers and clients to buy the organization’s products or services
- Include new product development, promotion, and distribution
what is a financial manager responsible for?
-Responsible for things such as accounting, cash management, and investments
what is an operations manager responsible for?
- Create and manage systems that create the organization’s products and services
- Production control, inventory control, quality control, print layout, and site selection
what is a human resources manager responsible for?
- 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
what is an administrative manager responsible for?
- No specific management specialty
- Generalists who have a basic understanding of all areas
what are some examples of other types of managers?
public relations, research and development managers and other specialized managers
setting and organizations goals and deciding how to best achieve them
planning
a part of the planning process that involves selecting a course of action from a set of alternatives
decision making
Determining how activities and resources are to be grouped
organizing
motivating members of the organization to work together to further the interests of the organization.
leading
monitoring and correcting organizational progress toward goal attainment
controlling
what are the 7 management skills
- technical
- interpersonal
- conceptual
- diagnostic
- communication
- decision making
- time management
the skills necessary to accomplish or understand the specific kind of work done in an organization
technical skills
the ability to communicate with, understand and motivate both individuals and groups
interpersonal skills
the managers ability to think in the abstract
conceptual skills
the managers ability to visualize the most appropriate response to a situation
diagnostic skills
the managers ability both to effectively convey ideas and information to others and effectively receive ideas and information from others
communication skills
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
the managers ability to prioritize work in order to work efficiently and to delegate appropriately
time management skills
a conceptual framework for organizing knowledge and providing a blueprint for action
theory
why is history important in management?
-to avoid the mistakes made in the past
consists of two distinct branches: scientific management and administrative management
Classical Management Perspective
concerned with improving the performance of individual workers
scientific management
what are the steps of scientific management?
- develop
- select employees and train them
- supervise them
- plan the work so workers can complete the job
employees deliberately working at a slower pace than their capabilities
soldering
focuses on managing the total organization
Administrative Management
who invented the four basic management functions?
Henri Fayol
emphasizes individual attitudes and behaviors and group processes
Behavioral Management Perspective
the practice of applying psychological concepts to industrial settings
industrial psychology
argued that workers respond primarily to the social context of the workplace
human relations movement
who believed that people are motivated by a hierarchy of god?
Abraham Maslow
who believed in theory x and y?
Douglas McGregor
a pessimistic and negative view of workers consistent with the views of scientific management
theory X
a positive view of workers; it represents the assumptions that human relations advocates make
theory Y
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
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
contemporary field focusing on behavioral perspectives on management
organizational behavior
applies quantitative techniques to management
The Quantitative Management Perspective
what are the two different branches of the Quantitative Management Perspective?
management science and operations management
focuses specifically on the development of mathematical models
management science
concerned with helping the organization more efficiently produce its products or services
operations management
an interrelated set of elements functioning as a whole
system
what are the four basic elements of a system
- inputs
- transformation processes
- outputs
- feedback
a system that interacts with its environment
open systems
a system that does not interact with their environment
closed systems
a system within another system
subsystem
two or more subsystems working together to produce more than the total of what they might produce working alone
synergy
a normal process leading to system decline
entropy
suggests that appropriate managerial behavior in a given situation depends on or is contingent on unique elements in a given situation
contingency perspective
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
Who are Frank and Lilian Gilbreth?
they developed techniques and strategies for eliminating inefficiency
explain the Western Electric group study
- lighting was adjusted to test the productivity of workers
- overproducing workers were rate busters
- underproducing workers were chiselers
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
