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Business Leadership > Chapter 2 > Flashcards

Chapter 2 Flashcards

1
Q

Bureaucracy

A

Emphasizes formal authority, order, fairness, and efficiency. It is a rational and efficient form of an organization founded on logic, order, and legitimate authority.

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2
Q

Contingency Thinking

A

Tries to match management practices with situational demands

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3
Q

Continuous Improvement

A

Involves always searching for new ways to improve work quality and performance.

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4
Q

Evidence-based Management (EBM)

A

Involves making decisions based on hard facts about what really works.

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5
Q

Hawthorne Effect

A

Tendency of persons singled out for special attention to perform as expected.

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6
Q

High-performance Organization

A

Consistently achieves excellence while creating a high-quality work environment.

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7
Q

Human Relations Movement

A

Suggested that managers using good human relations will achieve productivity.

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8
Q

ISO Certification

A
  • Indicates conformity with a rigorous set of international quality standards.
  • Refine and upgrade the quality of operations (will improve cost and use of time)
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9
Q

Knowledge Management

A

Process of using intellectual capital for competitive advantage.

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10
Q

Learning Organization

A

Continuously changes and improves, using the lessons of experience.

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11
Q

Management Science and Operations Research

A

Use quantitative analysis and applied mathematics to solve problems.

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12
Q

Motion Study

A

Science of reducing a task to its basic physical motions.

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13
Q

Operations Management

A

Study of how organizations produce goods and services.

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14
Q

Organizational Behaviour

A

Study of individuals and groups in organizations.

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15
Q

Self-fulfilling Prophecy

A

Occurs when a person acts in ways that confirm another’s expectations.

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16
Q

Subsystem

A

Component of a system.

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17
Q

System

A

Collection of interrelated parts working together for a purpose.

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18
Q

Total Quality Management (TQM)

A

Managing with an organization-wide commitment to continuous improvement, product quality, and customer needs.

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19
Q

Define Team

A

Small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results

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20
Q

Define Teamwork

A

Process of people actively working together to accomplish common goals

21
Q

Common Problems in Teams

A
  • Social loafing
  • Poor readiness to work
  • Personality conflicts
  • Lack of motivation
  • Individual differences in work styles
  • Conflicts with other deadlines or priorities
  • Ambiguous agendas
  • Lack of team organization or progress
  • Ill-defined problems
  • Meetings that lack purpose or structure
  • Members coming to meetings unprepared
22
Q

What is Synergy?

A
  • The creation of a whole that is greater than the sum of its parts
  • A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
23
Q

List the different types of groups/teams

A
  • Formal Groups
  • Informal Groups
  • Cross-Functional Teams
  • Virtual Teams
  • Self-Managing Teams
24
Q

Explain Formal Groups

A
  • Teams that are officially recognized and supported by the organization for specific purposes
  • Specifically created to perform essential tasks
  • Managers and leaders serve “linking pin” roles
25
Q

Explain Informal Groups

A
  • Not recognized on organization charts
  • Not officially created for an organizational purpose
  • Emerge as part of the informal structure and from natural or spontaneous relationships among people
  • Include interest, friendship, and support groups
  • Can have positive performance impact
  • Can help satisfy social needs
26
Q

Explain Cross-Functional Teams

A
  • Members come from different functional units of an organization
  • Team works on a specific problem or task with the needs of the whole organization in mind
  • Teams are created to knock down “walls” separating departments
27
Q

Explain Virtual Teams

A
  • Teams of people who work together and solve problems through largely computer-mediated rather than face-to-face interactions
  • Sometimes called: Computer-mediated groups, Electronic group networks
  • Potential problems of virtual teams:
    • Difficulty in establishing good working relationships
    • Depersonalization of working relationships
  • Potential advantages of virtual teams:
    • Savings in time and travel expenses
    • Minimization or elimination of interpersonal difficulties
    • Ease of expansion
  • Guidelines for Managing virtual teams
    • Virtual teams should begin with social messaging
    • Team members should be assigned clear roles
    • Team members must have positive attitudes that support team goals
28
Q

Explain Self Managing Teams

A
  • Teams of workers whose jobs have been redesigned to create a high degree of task interdependence
  • Have also been given authority to make many decisions about how to do the required work on their own
  • Also known as autonomous work groups
29
Q

What is Group Process & Team Effectiveness?

A
  • Achieve and maintain high levels of task performance
  • Achieve and maintain high levels of member satisfaction
  • Retain viability for the future

Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses)

30
Q

What are the stages of team development?

A
  • Forming: initial orientation and interpersonal testing
  • Storming: conflict over tasks and ways of working as a team
  • Norming: consolidation around task and operating agendas
  • Performing: teamwork and focused task performance
  • Adjourning: task accomplishment and eventual disengagement
31
Q

What is Norms?

A
  • Behaviour expected of team members
  • Rules or standards that guide behaviour
  • May result in team sanctions
32
Q

What is Performance Norms?

A

Define the level of work effort and performance that team members are expected to contribute to the team task

33
Q

What is Cohesiveness?

A
  • The degree to which members are attracted to and motivated to remain part of a team.
  • Can be beneficial if paired with positive performance norms.
34
Q

What is the creativity in team decision making?

A
  • Brainstorming: Engages group members in an open, spontaneous discussion of problems and ideas
  • Nominal Group Technique: Structures interaction among team members discussing problems and ideas
35
Q

What is team building?

A

A sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase its operating effectiveness

36
Q

What are characteristics of high-performing teams?

A
  • A clear and elevating goal
  • A task-driven, results-oriented structure
  • Competent and committed members who work hard
  • A collaborative climate
  • High standards of excellence
  • External support and recognition
  • Strong and principled leadership
37
Q

What are the four guiding principles?

A
  • Develop rules of motion, standardized work implements, and proper working conditions for every job.
  • Carefully select workers with the right abilities for the job.
  • Carefully train workers and provide proper incentives.
  • Support workers by carefully planning their work and removing obstacles.
38
Q

What are the rules of management?

A
  • Foresight: to complete a plan of action for the future
  • Organization: to provide and mobilize resources to implement the plan
  • Command: to lead, select, and evaluate workers to get the best work toward the plan
  • Coordination: to fit diverse efforts together and ensure information is shared and problems solved
  • Control: to make sure things happen according to plan and to take necessary corrective action
39
Q

What are the key principles of management?

A
  • Scalar Chain: there should be a clear and unbroken line of communication from the top to the bottom of the organization
  • Unity of Command: each person should receive orders from only one boss
  • Unity of Direction: one person should be in charge of all activities with the same performance objective
40
Q

What are the human resource approaches?

A
  • Follett’s notion of organizations as communities
  • Hawthorne studies
  • Maslow’s theory of human needs
  • McGregor’s Theory X and Theory Y
  • Argyris’s theory of adult personality
41
Q

What are the attributes of bureaucratic organizations?

A
  • Clear division of labour
  • Clear hierarchy of authority
  • Formal rules and procedures
  • Impersonal applications of rules and procedures
  • Career based merit
42
Q

What are the five levels of human needs?

A 
Physiological
Safety
Social
Esteem
Self-actualization
43
Q

What is the Deficit Principle?

A

A satisfied need is not a motivator of behaviour.

44
Q

What is the progression principle?

A

A need becomes a motivator once the preceding lower-level need is satisfied.

45
Q

What is Chris Argyris basic beliefs?

A

Argyris asserts that some classical management principles such as task specialization, chain of command, and unity of direction inhibit worker maturation by discouraging independence, initiative and self-actualization.

46
Q

What is Fredrick Taylors basic beliefs?

A

“The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee.”

  • There should be one correct way to do a task to allow for maximum efficiency
47
Q

Attributes of a 21st Century Manager

A
  • Global strategist: understanding the interconnections among nations, cultures and economies
  • Master of technology: comfortable with information technology
  • Inspiring leader: attracting and motivating workers to achieve a high-performance culture
  • Model of ethical behaviour: acting ethically in all ways
48
Q

Common Characteristics Of High Performance Organizations

A
  • People oriented – value people as human assets
  • Team oriented – achieve synergy through teamwork
  • Information oriented – mobilizes the latest information technology
  • Achievement oriented – focuses on the needs of customers and stakeholders
  • Learning oriented – operates with internal culture that respects and facilitates learning

Business Leadership (4 decks)

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