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MGT 301 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Accountability

A

requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility

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2
Q

Effective management

A

Meet both performance and satisfaction goals; performance relates to achieving organizational goals; satisfaction relates to quality of work life

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3
Q

The management process

A
  1. Planning: process of setting performance objectives and determine what actions are needed to achieve them
  2. Organization: The process of assigning tasks, allocating resources and coordinating the activities of individuals and groups
  3. Leading: process of arousing people’s enthusiasm to work hard and inspiriting their efforts to fulfill plans and accomplish objectives
  4. Controlling: process of measuring work performance, comparing results to objectives and taking corrective action
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4
Q

Management roles

A
  1. Interpersonal roles: how manager interacts with other people
  2. information roles: how a manager exchanges and processes info
  3. Decisional roles: how manager uses information in decision making
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5
Q

Management skills

A
  1. Technical skills: ability to use special proficiency or expertise to perform particular tasks
  2. human skills: the ability to work with others
  3. conceptual skills: ability to think critically and analytically
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6
Q

Globalization

A

The worldwide independence of resource flows, product markets, and business competition

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7
Q

Job migration

A

The shifting of jobs from one country to another

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8
Q

Reshoring

A

Moving jobs back from foreign to domestic locations

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9
Q

Corporate governance

A

The active oversight of management decisions, corporate strategy and financial reporting by the board of directors

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10
Q

Intellectual capital

A

The collective brainpower or shared knowledge of an organization’s workforce

INTELLECTUAL CAPITAL = COMPETENCY * COMMITMENT

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11
Q

Knowledge workers

A

Minds and intellect are key assets to employers

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12
Q

Free agent economy

A

People change jobs more often and work as independent contractors for a mix of employers

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13
Q

Process-Oriented Philosophy

A
  1. process is usually more enjoyable than product
  2. Take care of process, product will take care of itself
  3. Any product is only part of an endless process (leading to future processes and products)
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14
Q

Productivity formula

A 
P = output/input
P = efficiency x utilization
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15
Q

Cost formula

A

C - input/output

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16
Q

Who came up with the 7 wastes?

A

Shingo

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17
Q

7 wastes

A
  1. Overproduction
  2. Waiting
  3. Transportation
  4. Processing itself
  5. Stocks
  6. Motion
  7. Making defective products
  8. Worker’s creativity
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18
Q

Managerial implications of multifunctional workers

A
  1. flexibility
  2. teamwork
  3. job enrichment
  4. self-esteem
  5. others
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19
Q

Specs of quality

A
  1. upper control limit
  2. central line
  3. lower control limit
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20
Q

Fitness for use

A
  1. quality consists of those product features which meet the needs of customers and thereby provide product satisfaction
  2. Quality consists of freedom from deficiencies
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21
Q

Who came up with “completeness”

A

Philip Crosby

22
Q

3 principles of completeness

A
  1. cause employees to be successful
  2. cause suppliers to be successful
  3. cause customers to be successful
23
Q

4 “ideas” for completeness

A
  1. to treat the whole as one
  2. to build a culture of consideration
  3. to make everything understood
  4. to be complete but not finished
24
Q

4 types of listening

A
  1. listen to others
  2. listen to each other
  3. listen to yourself “self”
  4. listen to nature
25
Q

Components of partnership

A

leadership and followership

26
Q

Who came up with improving perfection

A

Hap Klopp

27
Q

3 ingredients to improve perfection

A
  1. attention to detail
  2. hard work
  3. dedication
28
Q

Meet the specs; fitness for use; completeness; improving perfection overview

A

Meet the Specs: producer’s point of view
Fitness for use: consumer’s POV
Completeness: partner’s POV
Improving perfection: everybody’s POV

29
Q

who came up with 15 characteristics of self-actualized people

A

Abraham Maslow

30
Q

Maslow’s hierarchy of needs: highest to lowest

A
  1. Self-actualization (morality, creativity)
  2. Esteem (self-esteem, confidence)
  3. Love/belonging (family)
  4. Safety (body, employment, health)
  5. Physiological (breathing, food, water)
31
Q

who came up with Theory of effectiveness and effeciency

A

Peter F Drucker

32
Q

Effectiveness

Efficiency

A
  • Get right things done

- get things done right

33
Q

Creativity enhancement “techniques”

A

webbing; brainstorming; branching, etc

34
Q

Basic concepts of leadership

A
  1. leadership is one of the four functions of management
  2. leaders use position power to achieve influence
  3. leaders use personal power to achieve influence
  4. leaders bring vision to leadership situations
  5. leaders display different traits in the quest for leadership effectiveness
  6. leaders display different styles in the quest for leadership effectiveness
35
Q

Power equation

A

Position power + personal power = management power

36
Q

Power

A

the ability to get others to do what needs to be done

37
Q

Vision

A

Clear sense of the future; the ability to communicate the vision and how to accomplish the vision

38
Q

Desired leadership traits

A

Honest; competent; forward-looking; inspiring; credible

39
Q

Leadership styles

A
  1. Autocratic: “command and control” fashion
  2. Human relations: emphasizes people over tasks
  3. Democratic: participative with strong emphasis on people and task
  4. Laissez-faire: little concern for people or task
40
Q

Traits often shared by effective leaders:

A

Drive; self confidence; creativity; cognitive ability; business knowledge; motivation; flexibility; honesty and integrity

41
Q

Contingency leadership

A

Successful leadership varies by the circumstances, task, leader and followers

42
Q

Path-goal theory

A

Help followers move along paths to achieve work and personal goals

43
Q

Leader-member exchange

A

(LMX); in-groups: perceived as best workers and receive more info and privileges
out-groups: receive less info and fewer privileges and often resent the in-group

44
Q

Vroom-Jago Model

A

Advises leaders to choose decision-making methods -authority, consultative, group - that best fit the problems to be solved

45
Q

Motivation

A

force that causes people to engage in a particular behavior rather than other behaviors

46
Q

Taylor

A

Scientific management

47
Q

Mayo

A

Human Relations theory

48
Q

Maslow

A

Hierarchy of needs

49
Q

Herzberg

A

Dual-factor theory

50
Q

Vroom

A

Expectancy theory

51
Q

Porter and lawler

A

Contingency theory

MGT 301 (4 decks)

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