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Management- Junior Year > Chapter 1: The World of Innovative Management > Flashcards

Chapter 1: The World of Innovative Management Flashcards

1
Q

the attainment of organizational goals in an effective and efficient manner

A

management

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1
Q

The nature of management is to _______ and _________ others to cope with diverse and far-reaching challenges.

A

motivate; coordinate

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2
Q

What are the 4 areas/main functions of management?

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling Organizational Resources
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3
Q

What are the 5 things that managers do?

A
  1. Set objectives (goals)
  2. Organize activities
  3. Motivate and communicate
  4. Measure performance
  5. Develop People
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4
Q

Manager Z spends her time at the beginning of a project dividing work into manageable activities and selecting people to accomplish these tasks. This activity is part of which of a manager’s five tasks?

A

Organizing

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5
Q

a social entity that is goal directed and deliberately structured.

A

organization

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6
Q

providing a product or service that customers value.

A

organizational effectiveness

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7
Q

the amount of resources used to achieve an organizational goal.

A

organizational efficiency

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8
Q

the attainment of organizational goals by using resources in an efficient and effective manner.

A

high performance

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9
Q

What are the 3 categories of management skills?

A
  1. Conceptual
  2. Human
  3. Technical
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10
Q

T or F: The application of management skills changes as managers move up the hierarchy.

A

True

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11
Q

For middle managers, list from most important to least important the management skills needed:

A
  1. Human skills
  2. Conceptual skills
  3. Technical skills
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12
Q

For non-managers (individual contributors), list from most important to least important the management skills needed:

A
  1. Technical skills
  2. Human skills
  3. Conceptual skills
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13
Q

Manager C is a middle manager in Corporation M. In her daily activities, her (human/conceptual) skills are required at a greater degree than her (human/conceptual) skills.

A

human; conceptual

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14
Q

T or F: For middle managers, they need more human skills than technical skills.

A

True

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15
Q

What are the 5 ways to develop conceptual skills?

A
  1. Experiment with new ways of ideating
  2. Ask thought provoking questions
  3. Push the envelope
  4. Think long-term
  5. Develop trust and stand back
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16
Q

What are the 6 common management failures? Which is the most major reason why managers fail?

A
  1. Not listening to customers
  2. Misinterpreting signals from marketplace
  3. Not building teams
  4. Inability to execute strategies
  5. Failure to comprehend and adapt to change
  6. Poor communication and interpersonal skills
    Most major reason: #6
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17
Q

T or F: People who are promoted to manager have little idea what the job actually entails and receive little training.

A

True

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18
Q

Becoming a manager is a transformation: from _______ to a ________.

A

doer to coordinator

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19
Q

T or F: Many make the transformation to manager in a “trial by fire”

A

True

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20
Q

Many new managers expect freedom to make changes but are hemmed in by ____________.

A

interdependencies

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21
Q

T or F: Good time management skills are essential for managers.

A

True

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22
Q

a set of expectations for a manager’s behavior.

A

role

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23
Q

Every role undertaken by a manager accomplishes the functions as follows:

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
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24
Q

T or F: Manager roles are important to understand, but they are not discrete activities.

A

True

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25
Q

T or F: Management can be practiced as independent parts.

A

False; CANNOT

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26
Q

There are ten manager roles. What are the 3 categories that these roles are broken down into?

A
  1. Informational (managing by info)
  2. Interpersonal (managing through people)
  3. Decisional (managing through action)
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27
Q

What are the 3 manager roles under the “Informational” category?

A
  1. Monitor
  2. Disseminator
  3. Spokesperson
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28
Q

What manager role does this describe?
seek and receive information; scan Web, periodicals, reports; maintain personal contacts

A

monitor

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29
Q

What manager role does this describe?
forward information to other organization members; send memos and reports, make phone calls

A

disseminator

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30
Q

What manager role does this describe?
transmit information to outsiders through speeches, reports

A

spokesperson

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31
Q

What are the 3 manager roles under the “Interpersonal” category?

A
  1. Figurehead
  2. Leader
  3. Liason
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32
Q

What manager role does this describe?
direct and motivate subordinates; train, counsel, and communicate with subordinates

A

Leader

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33
Q

What manager role does this describe?
maintain information links inside and outside the organization; use email, phone, meetings

A

liason

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34
Q

What manager role does this describe?
perform ceremonial and symbolic duties such as greeting visitors, signing legal documents

A

figurehead

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35
Q

What are the 4 manager roles under the “Decisional” category?

A
  1. Entrepreneur
  2. Disturbance Handler
  3. Resource Allocator
  4. Negotiator
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36
Q

What manager role does this describe?
decide who gets resources; schedule, budget, set priorities

A

resource allocator

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37
Q

What manager role does this describe?
initiate improvement projects; identify new ideas, delegate idea responsibility to others

A

entrepreneur

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38
Q

What manager role does this describe?
represent team or department’s interests; represent department during negotiation of budgets, union contracts, purchases

A

negotiator

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39
Q

What manager role does this describe?
take corrective action during conflicts or crises; resolve disputes among subordinates

A

disturbance handler

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40
Q

T or F: Some organizations operate with little or no hierarchy, and others have a more hierarchical structure.

A

True

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41
Q

Management philosophies and organizational forms change over time, yet _______ _______ form the backbone of management education.

A

historical concepts

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42
Q

nobody gives orders, and nobody takes them; accountability is to the customer and the team rather than to a manager.

A

the bossless workplace

43
Q

employee ________ means that people are emotionally involved in their jobs and are satisfied with their work conditions, contribute to meeting goals, and feel a sense of belonging and commitment.

A

engagement

44
Q

What are the 3 keys to a successful bossless organization?

A
  1. Maintaining leadership within a bossless organization
  2. Shifting your focus as a manager
  3. Shifting your focus as a team member
45
Q

What are the 8 management perspectives over time (start with oldest to most recent)?

A
  1. Classical Perspective
  2. Humanistic Perspective
  3. Systems Thinking
  4. Contingency View
  5. Total Quality Management
  6. Technology Driven Workplace (Big Data)
  7. Social Business (social media)
  8. People-Driven (Bossless) Workplace
46
Q

What was the earliest focus of management and what did it focus on?

A

Classical Perspective; focused on the THINGS of production

47
Q

T or F: By the 1920s and 30s, the needs and positive treatment of employees were discovered as another path to efficiency and profit.
Since then, there has been a struggle to balance “the things of production” vs. “the humanity of production”.

A

True

48
Q

What are the 3 subfields of the Classical Perspective?

A
  1. Scientific Management
  2. Bureaucratic Organizations
  3. Administrative Principles
49
Q

Improve efficiency and labor productivity through scientific methods; management decisions would be based on precise procedures based on study.

A

Scientific Management

50
Q

Who proposed that workers “could be retooled like machines”? What subfield of the Classical Perspective does this fall under?

A

Frederick Winslow Taylor; Scientific Management

51
Q

Who developed the Gantt chart? What was its use?

A

Henry Gantt; used to measure and plan work (scientific management)

52
Q

Who pioneered time and motion studies to promote efficiency?

A

The Gilbreths (scientific management)

53
Q

Most of the concepts of bureaucratic organization were proposed by _____ _______. He envisioned that organizations would be managed on an ________, _________ basis.

A

Max Weber; impersonal, rational

54
Q

For bureaucratic organizations, fill in the blanks:
- organization depends on ______ and ______.
- managers use _______ instead of _______ to delegate.

A
  • rules; records
  • power; personality
55
Q

T or F: The term bureaucracy has taken on a positive meaning in today’s organizations, and the value of bureaucratic principles is still evident in many organizations.

A

false; it has taken on a NEGATIVE meaning

56
Q

What principles focused on the entire organization?

A

administrative principles

57
Q

Who was a major contributor to administrative principles (under the Classical Perspective)?

A

Henri Fayol, a mining engineer.

58
Q

What are the 5 functions of management Henri Fayol identified?

A
  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
59
Q

Use of mathematics, statistics, and other quantitative techniques to aid management decision making and problem solving

A

management science (also referred to as quantitative perspective)

60
Q

Management science was enhanced by the evolution of the _______.

A

computer

61
Q

What are the 3 subsets of management science?

A
  1. Operations Research
  2. Operations Management
  3. Information Technology
62
Q

mathematical model building and other applications of quantitative techniques.

A

operations research

63
Q

financial managers who base their decisions on complex quantitative analysis.

A

quants

64
Q

focuses on the physical production of goods and services.

A

operations management

65
Q

focuses on technology and software to aid managers.

A

information technology

66
Q

What management perspective emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace, as well as social interactions and group processes?

A

Humanistic perspective

67
Q

What are the 3 primary subfields of the humanistic perspective?

A
  1. Human relations movement
  2. Human resources perspective
  3. Behavioral sciences approach
68
Q

What subfield of the humanistic perspective does this describe?
Based on the idea that effective control comes from within the employee rather than from strict, authoritarian control.

A

human relations movement

69
Q

Hawthorne studies provided research support for the human relations movement. What two things did they discover?

A
  1. Human relations, not money, best explained increased output.
  2. Employees performed better when managers treated them well.
70
Q

What subfield of the humanistic perspective does this describe?
Maintained an interest in worker participation and considerate leadership but shifted the emphasis to considering the daily tasks that people perform.

A

Human resources perspective

71
Q

Under the human resources perspective, who were two contributors who formulated things to understand this better? What did they formulate?

A
  1. Abraham Maslow– hierarchy of needs
  2. Douglas McGregor– Theory X and Theory Y
72
Q

Maslow’s hierarchy of needs started with _________ needs and progressed to safety, belongingness, esteem, and finally, _____ ________.

A

physiological; self-actualization

73
Q

What subfield of the humanistic perspective does this describe?
Uses scientific methods and draws from sociology, psychology, anthropology, economics and other disciplines to develop theories about human behavior and interaction in an organizational setting.

A

behavioral sciences approach

74
Q

One specific set of management techniques based in the behavioral sciences approach is _______ _______.

A

organization development (OD)

75
Q

What are 4 strategies based on behavioral science?

A
  1. Matrix organizations
  2. Self-managed teams
  3. Corporate culture
  4. Management by wandering around
76
Q

Who were early advocates (2) for the humanistic perspective?

A
  1. Mary Parker Follett
  2. Chester Barnard
77
Q

Who stressed the importance of people rather than engineering techniques?

A

Mary Parker Follett

78
Q

Who described the “informal organization” and the “acceptance theory of authority”?

A

Chester Barnard

79
Q

What management perspective does this describe?
The ability to see the distinct elements of a situation as well as the complexities.

A

Systems Thinking

80
Q

set of interrelated parts that function as a whole to achieve a common purpose.

A

system

81
Q

parts of the system that are all interconnected.

A

subsystems

82
Q

the whole is greater than the sum of its parts.

A

synergy

83
Q

An important element of systems thinking is to discern ______ of ______.

A

circles of causality

84
Q

What management perspective does this describe?
What works in one setting might not work in another.

A

Contingency View

85
Q

means that one thing depends on other things.
- A manager’s response to a situation depends on identifying key _______ in an organizational situation.

A

contingency; contingencies

86
Q

T or F: An example of contingency viewpoint is a manager facing a situation with an employee who regularly shows up late to work.

A

True

87
Q

refers to technologies, skills, and processes for searching and examining massive, complex sets of data to uncover hidden patterns and correlations.

A

big data analytics

88
Q

refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.

A

supply chain management

89
Q

T or F: Small businesses are shrinking in importance.

A

False; small businesses are GROWING in importance

90
Q

For small businesses:
- Inadequate management skills are a ______.
- The roles for small business managers ______.
- _________ must promote the business.

A

threat; differ; entrepreneurs

91
Q

Nonprofits need _________ ______.

A

management talent

92
Q

For nonprofits:
- Apply the four functions of management to make ______ _____.
- Focus more on keeping costs _____.
- Need to measure _______ like “improving public health”.
- Managers in nonprofit organizations must prioritize the needs of ________ ________.

A

social impact; low; intangibles; multiple stakeholders

93
Q

Henri Fayol made 14 general rules of management, many of which are still used today including what four things?

A
  1. Unity of Command
  2. Division of Work
  3. Unity of Direction
  4. Scalar Chain
94
Q

In the ______ ______ view, jobs should be designed so that tasks are not perceived as dehumanizing or demeaning but instead allow workers to use their full potential.

A

human resources

95
Q

Who was credited with creating the modern study of management?

A

Peter Drucker

96
Q

What are the 3 Pillars of Management?

A
  1. Strategic Positioning
  2. Organizational Design
  3. Individual Leadership
97
Q

What is the ultimate responsibility of managers?

A

achieve high performance

98
Q

The classical perspective assumed a ___________ view.

A

universalist

99
Q

The Forestville Freeze is regionally known for its employee training programs. Managers at the Freeze conduct research to determine the best candidate interviewing techniques. This involves the use of which management approach?

A

Behavioral sciences

100
Q

Genex Dynamics is a ballistics company that uses the principles of unity of command, scalar chain, and division of work. These are part of which management approach?

A

Administrative principles

101
Q

What idea did Douglas Mcregor develop that allows organizations to take advantage of the imagination and intellect of all their employees?

A

Theory Y

102
Q

(Joint ventures/mergers) are becoming more popular as organizations strive to keep up with rapid technological advancements and compete in the global economy (to reduce risk)

A

Joint ventures

103
Q

What were the 3 criticisms of the characteristics of scientific management?

A
  1. didn’t appreciate the social context of work and higher needs of workers
  2. didn’t acknowledge variance among individuals
  3. regarded workers as uniformed and ignored their ideas and suggestions
104
Q

What were the 3 contributions of the characteristics of scientific management?

A
  1. Importance of compensation for performance
  2. Initiated the careful study of tasks and jobs
  3. Demonstrated importance of personnel selection and training
105
Q

When shifting from an individual identity to a manager identity, you go from a ________ (performs specific tasks) to a ________ (coordinates diverse tasks).

A

specialist; generalist

Management- Junior Year (3 decks)

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