Chapter 6: Understanding the Management Process Flashcards

1
Q

4 key functions of Management

A

planning, organizing, leading and motivating and controlling

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2
Q

establishing organizational goals and deciding how to accomplish them

A

planning

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3
Q

a clear and concise outline of an organization’s values and goals that it would like to achieve

A

vision statement

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4
Q

broad based and determines goals and plans of entire organization

A

strategic planning

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5
Q

each functional area determines its own goals and plans

A

Tactical planning

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6
Q

each unit within each functional area determines its goals and plans

A

operational planning

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7
Q

Contingency plans

A

the “what if” plan

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8
Q

a clear and concise articulation of how the company intends to achieve its vision. (beginning of planning process)

A

mission statement

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9
Q

establishing major goals, then allocating resources to achieve them

A

strategic planning process

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10
Q

grouping resources to accomplish end result in efficient way

A

organizing

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11
Q

Leading

A

guiding others toward the achievement of organizational goals

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12
Q

providing reasons for people who work in the best interests of the organization

A

motivating

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13
Q

combination of leading and motivating

A

directing

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14
Q

evaluating and regulating ongoing activities to ensure goals are achieved

A

controlling

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15
Q

tool used during strategic planning process to set goals/objectives

A

SWOT analysis

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16
Q

what gives the company an advantage over competitors. ex: cost advantages, proven management, efficient distribution

17
Q

internal limitations a company faces. ex: high turnover, labour grievances, lack of managerial depth

18
Q

ex: increased demand for new products, potential strategic alliances

A

opportunities

19
Q

external conditions that could prevent company from reaching objectives. ex: entry to lower-cost competitors, rising sales of substitutes, slowing market growth

20
Q

approaches that may give an advantage

A

core competencies

21
Q

Classification of Managers

A
  1. according to level within an organization

2. according to their area of management

22
Q

upper-level executive who guides and controls

  • responsible for developing organizations mission and business strategy
    ex: CEO, COO, CMO
A

Top Management

23
Q
  • largest group of managers
  • implements strategy and major policies
  • develop tactical and operational plans
  • coordinate and supervise
    ex: division manager, department head
A

Middle management

24
Q
  • coordinates and supervises the activities of employees

- motivating employees, answering questions, solving day-to-day problems

A

Front-line management

25
Finance manager
responsible for organizations financial resources
26
manages the systems that convert resources into goods/services
operations manager
27
responsible for facilitating exchange of products between organization and customers
marketing manager
28
managing and organizing human resource programs
HR manager
29
not associated with any functional area but provides guidance and leadership
administration manager
30
3 skills managers need
conceptual skills, technical skills, interpersonal skills
31
- seeing how it all fits together | - allows manager to see "big picture"
Conceptual skills
32
skills to perform a specific job
Technical skills
33
- communicating and working well with others | - ability to deal with and relate to people, understand their needs and show compassion
Interpersonal skills
34
relationship between leader and followers who want real change, resulting in outcomes that reflect their shared purposes
leadership
35
leader makes decisions and employees are expected to do the decisions exactly as directed
autocratic leadership
36
where leader consults employees before making decisions
Participative leadership
37
where the leader provides a basic vision and the necessary resources for the team, and then act as an adviser
laissez-faire leadership
38
Making quality decisions
1. correctly identify the problem 2. use creativity 3. use structured analysis to evaluate alternatives