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Management Science > Chapter 1: Basic Principles of Management > Flashcards

Chapter 1: Basic Principles of Management Flashcards

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1
Q

in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively.

A

Management

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2
Q

it is the coordination and administration of task to achieve a certain goal specifically organizational goals.

A

Management

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3
Q

comprises planning, organizing, staffing, leading or directing, and controlling an organization or effort for the purpose of accomplishing a goal.

A

Management

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4
Q

Why management is necessary?

A

Because its POSDCoN

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5
Q

Basic Management Functions

A

-Planning
-Organizing
-Staffing
-Directing
-Controlling
-Co-ordination

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6
Q

Why management is necesssary?

A

to ensure that tasks are performed with communication, cooperation, synchronization and understanding between teams.

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7
Q

is a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes.

A

Management

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8
Q

involves the establishment of business goals and objectives, and determining the ways in which they will be achieved.

A

Planning

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9
Q

Planning involves…

A

establishing your vision, mission, strategies, goals, objectives, and action plans

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10
Q

what the organization wants as a whole and general

A

Vision

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11
Q

general statement of how to achieve your vision

A

Mission

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12
Q

series of ways of using the mission to achieve the vision.

A

Strategies

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13
Q

are your statements of what needs to be accomplish to implement your strategies.

A

Goals

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14
Q

are specific actions and timelines for achieving your goal

A

Objectives

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15
Q

specific actions that need to be taken for reaching the milestones within the timeline of your objectives

A

Action Plans

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16
Q

the managerial function of acquiring, deploying, and retaining a workforce
of sufficient quantity and quality to create positive impact on the organization’s effectiveness.

A

Staffing

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17
Q

Staffing includes…

A

Recruiting, Selecting, Hiring, Training, and Retraining.

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18
Q

a process where potential applicants are searched for and then encourage to apply for an actual or anticipated vacancy

A

Recruiting

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19
Q

a process of hiring employees among the short-listed candidates and provided them a job in the organization

A

Selecting

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20
Q

a process of reviewing applications that comes after recruitment and selection

A

Hiring

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21
Q

involves improving the effectives of employees in the organization and the individuals and teams within them.

A

Training and Development

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22
Q

teaching new skills to employees so as able to do a different job

A

Re-training

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23
Q

art of learning, unlearning and re-learning

A

Re-training

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24
Q

It includes developing productive relationship amongst physical, financial and human resources for achievement of organizational goals

A

Organizing

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25
Q

Organizing includes…

A

division of labor, delegation of authority, departmentalization, span of control, and coordination.

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26
Q

assigning different parts of a management task to different people in order to improve efficiency.

A

Division of Labor

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27
Q

process of transferring responsibility from one person to another.

A

Delegation of Authority

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28
Q

process of grouping activities into departments; into finance dept., marketing dept., procurement dept., HR dept., etc.

A

Departmentalization

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29
Q

area or activity and number of function, people or things for which an individual or organization is responsible.

A

Span of Control

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30
Q

This managerial function deals with influencing, guiding, supervising, motivating subordinates for the achievement of organizational goals.

A

Directing

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31
Q

Directing includes…

A

supervision, motivation, leadership, and communication.

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32
Q

process of directing and guiding working force with the view to see that they’re working according to plan

A

Supervision

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33
Q

overseeing the subordinates of work with authority and time or aim to guide the employees if they’re doing right or wrong.

A

Supervision

34
Q

energizing, directing, or sustaining employees effort so that they will work harder

A

Motivation

35
Q

capacity of company’s management to set and achieve challenging goals, take fast and achieving action when needed, outperform the competition and inspire others to perform at the highest ability they can

A

Leadership

36
Q

art of motivating a group of people to act towards achieving a common goals / vision/ mission based on the planning phase.

A

Leadership

37
Q

process of creating and sharing idea or information like news, facts, and feelings among group of people within the organization or team to reach a common understanding.

A

Communication

38
Q

It implies measurement of accomplishment against the standards and correction of deviation, if any, to ensure achievement of organizational goals.

A

Controlling

39
Q

Controlling includes…

A

establishing standards based upon objectives; measuring and reporting
performance; comparing the two; and taking corrective/preventive action.

40
Q

correcting actions that are not within the established course or accepted standard in the organization

A

Correction of Deviation

41
Q

if the result of the employee’s activities are not within the established course, then you need to correct this action

A

Correction of Deviation

42
Q

in the form of sales volume, number of units sold within a month or year, increase in profitability, increase in the shareholders value, number of customers served, etc.

A

Measurement of Accomplishment

43
Q

criteria that enables managers or supervisors to evaluate future, current, or past actions.

A

Standards

44
Q

action taken to eliminate the causes of non-conformities or other undesirable situations, so as to prevent recurrence.

A

Corrective Action

45
Q

action taken to prevent the occurrence of such non-conformities, generally as a result of a risk analysis.

A

Preventive Action

46
Q

is an integral element or ingredient of all the managerial functions.

A

Co-ordination

47
Q

Planning facilitates co-ordination by
integrating the various plans through mutual discussion, exchange of ideas

A

Co-ordination through Planning

48
Q

Manager groups and assigns various
activities to subordinates

A

Co-ordination through Organizing

49
Q

A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken

A

Co-ordination through Staffing

50
Q

The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates.

A

Co-ordination through Directing

51
Q

The coordinating standards and preventive actions in the organization should be set as a whole and the same for proper coordination

A

Co-ordination through Controlling

52
Q

Basic Roles of a Manager (Henry Mitzberg, 1973)

A

-Interpersonal Role
-Informational Role
-Decisional Role

53
Q

Interpersonal Roles includes…

A

-Figurehead Role
-Leader Role
-Liaison Role

54
Q

Informational Roles includes…

A

-Monitor Role
-Disseminator Role
-Spokesperson Role

55
Q

Decisional Roles includes…

A

-Entrepreneur Role
-Disturbance Handler Role
-Resource Allocator Role
-Negotiator Role

56
Q

roles managers assume to coordinate and interact with employees and provide direction to the organization.

A

Interpersonal Role

57
Q

This role involves handling, sharing, and analyzing information.

A

Informational Role

58
Q

This role requires decision making.

A

Decisional Role

59
Q

includes symbolic duties which are legal or social in nature.

A

Figurehead Role

60
Q

includes all aspects of being a leader; building a team, coaching the members, motivating them, and developing strong relationships.

A

Leader Role

61
Q

includes developing and maintaining a network outside the office for information and assistance.

A

Liaison Role

62
Q

seeking information regarding the issues that are affecting the organization both internal and external

A

Monitor Role

63
Q

disseminates information to the right people within the organization; the same needs to be disseminated or transmitted within the organization

A

Disseminator Role

64
Q

representing the organization in providing information about the organization to outsiders or stakeholders and to the general public

A

Spokesperson Role

65
Q

involves all aspects associated with acting as an initiator within the organization such as encourager of innovation or change and deciding what projects to enter or what programs to initiate

A

Entrepreneur Role

66
Q

need to take corrective or prevents actions when the organization faces unexpected difficulties which are important in the future

A

Disturbance Handler Role

67
Q

need to be responsible of the optimum allocation of resources

A

Resource Allocator Role

68
Q

includes representing the organization in the negotiation which affected the managers’ scope of responsibility

A

Negotiator Role

69
Q

include satisfying varying entities, dealing with emergencies, purchasing, recruitment, accounting, training, planning, negotiating, sales, and dealing with regulatory officials

A

Management Activities

70
Q

Basic Management Actions

A

POSDCON

71
Q

Characteristics of a Good Manager

A

-Importance of Self Knowledge
-Essential Professional Skills for Managers
-Management Style and Leadership
-Self-Development Methods

72
Q

Essential Professional Skills includes…

A

-Intellectual Skills
-Technical Skills
-Ethical Skills
-Interactive Skills
-Emotional Skills

73
Q

Logical thinking and problem solving

A

Intellectual skills

74
Q

Specialized knowledge required for work

A

Technical skills

75
Q

Specialized knowledge required for work

A

Technical skills

76
Q

Discriminate right from wrong

A

Ethical skills

77
Q

Communicate intelligently and create an atmosphere that facilitates communication

A

Interactive skills

78
Q

Ability to identify and handle one’s feelings

A

Emotional skills

79
Q

based on organization, situation, personal values, personality, and chance

A

Management Style and Leadership

80
Q

based on observation, reflection, guided readings, visits / attachments, seeking feedback, seeking challenges, presentations, chairing meetings, and prepared packages.

A

Self-Development Methods

81
Q

Change concepts:

A

a. Survival and growth are dependent upon adaptation to changing environment.
b. Environment is influenced and shaped by the decisions and actions of the organization.
c. Learning from experience is essential for adaptation and change.
d. Individuals and organizations change in both common and unique directions.

82
Q

affects structures, chains of command, responsibility limits, incentive systems, and company culture and values

A

Managing Change

Management Science (6 decks)

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