Chapter 1 Management Flashcards

1
Q

Management

A

Getting work done through others

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2
Q

Efficiency

A

Getting work done with a minimum of effort,expense, or waste

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3
Q

Effectiveness

A

Accomplishing tasks that help fulfill organization objectives

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4
Q

Planning

A

Determining organizational goals and a means for achieving them

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5
Q

Organizing

A

Deciding where decisions will be made, who will do what jobs and tasks,and who will work for whom

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6
Q

Leading

A

Inspiring and motivating workers to work hard to achieve organizational goals

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7
Q

Controlling

A

Monitoring progress toward goal achievement and taking corrective action when needed

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8
Q

Top managers

A

Executives responsible for the overall direction of the organization

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9
Q

Top managers

A

Creating context for change, developing attitudes of commitment and ownership, creating a positive organizational culture through words and actions, monitoring their companies business environments.

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10
Q

Middle managers

A

Responsible for setting objectives consistent with top managements goals and for planning and implementing subunit strategies for achieving these objectives

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11
Q

Middle managers

A

Responsible for planning and allocating resources, coordinating and linking groups and departments, monitoring and managing the performance of subunits and managers, and implementing the changes or strategies generated by top managers

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12
Q

First-line managers

A

Responsible for managing the performance of nonmanagerial employees, teaching entry level employees how to do their jobs, and making detailed schedules and operating plans based on middle managements intermediate range plans

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13
Q

Team leaders

A

Managers responsible for facilitating team activities toward goal accomplishment

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14
Q

Team leaders

A

Responsible for facilitating team performance, fostering good relationships among team members, and managing external relationships

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15
Q

Interpersonal Roles

A

Figureheads, leaders, liaisons

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16
Q

Informational roles

A

Monitors, disseminators, spokespeople

17
Q

Decisional Roles

A

Entrepreneurs, disturbance handlers, resource allocators, negotiators

18
Q

Figurehead Role

A

The interpersonal role managers play when they perform ceremonial duties

19
Q

Leader Role

A

The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

20
Q

Liaison Role

A

The interpersonal role managers play when they deal with people outside their units

21
Q

Monitor Role

A

The informational role managers play when they scan their environment fir information

22
Q

Disseminated role

A

The informational role managers play when they share information with others in their departments or companies

23
Q

Spokesperson role

A

The informational role managers play when they share information with people outside their department or company

24
Q

Entrepreneur Role

A

The decisional role managers play when they adapt themselves, their subordinates, and their units to change

25
Q

Disturbance Handler Role

A

The decisional role managers play when they respond to severe pressures and problems that demand immediate action

26
Q

Resource Allocator Role

A

The decisional role managers play when they decide who gets what resources and in what amounts

27
Q

Negotiator Role

A

The decisional role managers play when they negotiate schedules,projects,goals,outcomes,resources, and employee raises

28
Q

Technical Skills

A

The specialized procedures, techniques, and knowledge required to get the job done

29
Q

What companies look for in managers

A

Technical skills, human, conceptual, motivation to manage

30
Q

Human skills

A

The ability to work well with others

31
Q

Conceptual skills

A

The ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment.

32
Q

Motivation to Manage

A

An assessment of how enthusiastic employees are about managing the work of others

33
Q

Managers initial expectations

A

Be the boss,formal authority,manage task,job is not managing people,

34
Q

After six months as a manager

A

Initial expectations were wrong, fast pace, heavy workload, job is to be a problem solver and troubleshooter for subordinates

35
Q

After year as Manager

A

No longer a doer, communication, listening, and positive reinforcement, learning to adapt and control stress, job is people development

36
Q

Top ten Mistakes managers make

A
  1. Insensitive to others:abrasive,intimidating,bullying style
  2. Cold,aloof,arrogant
  3. Betrays Trust
  4. Overly Ambitious:thinking of the next job, playing politics
  5. Specific performance problems within the business
  6. Overmanaging: unable to delegate or build a team
  7. unable to staff effectively
  8. unable to think strategically
  9. unable to adapt to boss with different style
  10. Over dependent on advocate or mentor
37
Q

Competitive Advantages through people practices

A

Employment security, selective hiring, self-managed teams and decentralization, high wages contingent on organizational performance, training and skill development, reduction of status differences, sharing information

38
Q

Competitive Advantage through people

A

Helps develop workforce’s that are smarter, better trained, more motivated, and more committed than those of the competitors and produces substantial advantages in sales revenues, profits, stock market returns, employee and customer satisfaction