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CFLM 2 (Finals Chapter 3-5) > Chapter 3 > Flashcards

Chapter 3 Flashcards

1
Q

a process began with the sole purpose of attaining an objective.

A

Management as a Process

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2
Q

the practice of recording personnel’s day-to-day accomplishments in an order in which they are done

A

Task Management

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3
Q

It is a key to an organization’s success, as it helps to monitor the organization’s course and maximize its work efficiency.

A

Activity Management

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4
Q

A person in the organization who directs the activities of others

A

Manager

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5
Q

Different levels of a Manager

A
  1. The First Line Managers
  2. The Middle Level Mangers
  3. The Top Managers
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6
Q

The first line manager are usually called?

A

Supervisor

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7
Q

They are usually called supervisors or in a manufacturing they may be called foremen.

A

The First Line Manager

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8
Q

These comprise all management levels between the organization’s supervisory level and top level.

A

The Middle Level Manager

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9
Q

Such managers may be called functional managers, heads of plants, and managers of projects,

A

The Middle Level Managers

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10
Q

They are the ones responsible for making organizational decisions and setting policies and strategies which affect all aspects of the organization.

A

The Top Manager

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11
Q

Such individuals may be named vice-president, managing director, chief executive officer or board chairman etc.

A

The Top Manager

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12
Q

Managerial Functions

A

Planning
Organization
Staffing
Directing
Controlling

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13
Q

This is necessary to set goals and to develop strategies for organizing activities

A

Planning

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14
Q

It assists in deciding the tasks to be performed, how to do them, how to organize the tasks and where to make decisions.

A

Organizations

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15
Q

This is important for employing different types of people and performing different activities such as training, growth, evaluation, compensation, welfare etc.

A

Staffing

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16
Q

This requires that subordinates be given instructions and motivated to achieve their goals.

A

Directing

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17
Q

This is monitoring practices to ensure that the workers perform the tasks as scheduled, and to correct any major deviations.

A

Controlling

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18
Q

Managing position requires proper skills to perform various jobs

A

Managerial Skills

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19
Q

He cannot be an efficient manager if he lacks the knowledge and skills to do the job because it will be the foundations for his workers to be corrected and driven.

A

Managerial Skills

20
Q

THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER (by: Robert L. Katz)

A
  1. Technical
  2. Human
  3. Conceptual
21
Q

QUALITIES OF A MANAGER

A
  1. Educational competence
  2. Intellectual quality
  3. Leadership ability
  4. Training
  5. Technical knowledge and skills
  6. Mental Maturity
  7. Positive Attitude
  8. Self-confidence
  9. Foresight
22
Q

DIFFERENT HIGHLY INTERRELATED ROLES OF THE MANAGERS

A
  1. Interpersonal Roles
  2. Informational Roles
  3. Decisional Roles
23
Q

IMPORTANT ROLES OF A MANAGER

A

• As Leader
• As Coordinator
• As Delegator of Authority
• As Decision-Maker
• As a Human Relations Practitioner
• As a Spokesman of the Organization

24
Q

Defining various people’s activities and goals within the organization

A

As leader

25
Q

Helps at the work-group to create the right type of atmosphere and homogeneity.

A

As leader

26
Q

The group’s actions and performance led by him are influenced.

A

As Leader

27
Q

Bring together various resources, both physical and human, for the achievement of organizational objectives

A

As Coordinator

28
Q

Mobilizes different resources, brings intelligent understanding and goodwill among employers to complete work at the organization.

A

As Coordinator

29
Q

With the aid of effective communication, better plan events and programs.

A

As Coordinator

30
Q

Assign duties to the subordinates that he trusted, and delegate the authority necessary. If they do any work independently, the subordinates may gain confidence and be prepared for higher responsibilities

A

As Delegator of Authority

31
Q

Encourage employees to take up appropriate work according to their skills and knowledge and train for the next line of executives,

A

As Delegator of Authority

32
Q

Create proper communication system so that subordinates are able to get regular guidance and response for the activities taken up by them.

A

As Delegator of Authority

33
Q

After addressing various aspects of the problem, taking decisions for different activities, evaluating them, designing possible alternatives and choosing the correct one.

A

As Decision Maker

34
Q

Address workplace issues with staff.

A

As a Human Relations Practitioner

35
Q

Tries to get the best out of the workers, and efforts are made to boost the organization’s efficiency.

A

As a Human Relations Practitioner

36
Q

Encourage employees to engage in decision making processes.

A

As a Human Relations Practitioner

37
Q

Acts as the organization’s spokesman

A

As a Spokesman of the Organization

38
Q

He works with outsiders and provides them with the required information that they need

A

As a Spokesman of the Organization

39
Q

Maintains good relationships with all stakeholders including shareholders, employees, customers, vendors, government, etc.

A

As a Spokesman of the Organization

40
Q

Helps to create a strong organization’s reputation not only among clients but also among outsiders

A

As a Spokesman of the Organization

41
Q

Roles Played by Mission and Vision

A
  1. Communicate the organization’s intent to stakeholders.
  2. Inform the development of Strategy, and
  3. Establish the tangible priorities and goals by which to measure the success of the strategy of the company
42
Q

is a set of principles relating to the roles of planning, coordinating, directing and regulating and the implementation of those principles in the efficient and effective use of physical, financial, human and information capital to achieve organizational objectives.

A

Management

43
Q

Stated that “ management is a set of activities directed at the efficient and effective utilization of resources in the pursuit of one or more golas

A

Van Fleet and Peterson

44
Q

Stated that “ working with human , financial and physical resources to achieve organizational objectives by performing the planning, organizing, leading and controlling functions

A

Megginson, Mosley, and Pietri

45
Q

Stated that “ Management is a problem-solving process of effectively achieving organizational objectives through the efficient use of scarce resources in changing environment “

A

Kreitner

46
Q

Stated that “ Management is an art of knowing what to do, when to do , and see that it is done in the best and cheapest way”

A

F.W Taylor

47
Q

Stated that “ Management is an art of getting things done through and with the people in formally organized groups, It is an art of creating an environment in which people can perform and can cooperate towards attainment of group goals

A

Harold Koontz

CFLM 2 (Finals Chapter 3-5) (3 decks)

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