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exam 1 Flashcards

(90 cards)

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1
Q

5 critical task of managers

A
  1. set objectives
  2. organize
  3. motivate others are communicate with others
  4. measure progress
  5. develop people
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2
Q

4 rewards of developing management skills

A
  1. sense of accomplishment
  2. greater abilities
  3. successful products
  4. personal wealth
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3
Q

seven major challenges that managers face

A
  1. achieving a competitive edge
  2. embracing diversity
  3. managing for globalization
  4. incorporating information technology
  5. incorporating ethics
  6. managing for sustainability
  7. managing for happiness and life goals
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4
Q

4 ways to achieve a competitive edge

A
  1. responsiveness
  2. innovation
  3. quality
  4. efficiency
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5
Q

3 ways of embracing diversity

A
  1. women
  2. older workers
  3. immigrants and minorities
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6
Q

top managers

A

long term decision makers

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7
Q

middle managers

A

implement the policies and plans of the top managers. supervise and coordinate the activites of the first line managers below them

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8
Q

first line managers

A

make short term operating decisions, directing tasks of non-managerial personnel

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9
Q

functional managers

A

focus on one aspect of the firm

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10
Q

general managers

A

focus on several functions of the firm

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11
Q

liaison

A

connects and coordinates the activities of individuals

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12
Q

interpersonal roles

A

figurehead, leader, liaison

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13
Q

informational roles

A

monitor, disseminator, spokesperson

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14
Q

decisional roles

A

entrepreneur, disturbance handler, resource allocator, negotiator

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15
Q

formal group

A

established to do something productive for an organization

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16
Q

informal group

A

a group formed by people seeking friendship

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17
Q

team

A

group of people with complementary skills who are committed to a common purpose

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18
Q

evolution of a group into a team

-forming

A

members get oriented and acquainted. uncertain roles, low trust, someone will emerge as a leader, a time to socialize and become better acquainted with on another

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19
Q

evolution of a group into a team

-storming

A

individuals begin to determine where they fit in. power politics can emerge which will lead to conflict that the leader should resolve

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20
Q

evolution of a group into a team

-norming

A

conflicts are resolved, close relationships are developed, and unity and harmony emerge. the group evolves into a team

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21
Q

evolution of a group into a team

-performing

A

members concentrate on solving problems and completing the assigned task

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22
Q

evolution of a group into a team

-adjourning

A

the members prepare for disbandment

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23
Q

building and effective team

A

cooperation, trust, cohesiveness, set performance goals and feedback, motivate with mutual accountability, team size, establish appropriate roles, focus on team norms

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24
Q

group think

A

blind unwillingness to consider alternatives. the group fails to think outside of the box

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25
functional conflict
constructive conflict; benefits the main purpose of the organization and serves its best interest
26
dysfunctional conflict
conflicts that hinders performance of the organizations
27
5 ways to handle conflict
avoid, accommodate, force, compromise, collaborate
28
4 ways to spur constructive conflict
competition, change the organizations procedures and culture, use an outsiders perspective, programmed conflict (devils advocate, dialectic method)
29
social forces
culture and relationships influence managerial practices
30
political forces
political and legal institutions vary across the globe and have managerial influences and important impacts
31
economic forces
tha availability, production, and distribution of resources have impacts on managerial practices
32
theories
conceptual frameworks that allow us to organize knowledge and develop a plan for action
33
historical perspective
classical, behavioral, and quantitative viewpoints
34
contemporary perspective
systems, contingency, and quality management
35
classical viewpoint
emphasizes ways to manage work more efficiently through time and motion studies, scientific methods, and job specialization
36
scientific method
the scientific study of work method to improve the productivity of individual workers. used to increase productivity and effiency
37
time and motion
uses cameras to isolate different parts of a job. eliminates unnecessary motions and teaches workers the best way to accomplish their task
38
administrative management
a more holistic approach that is concerned with managin the entire organization. believes there should be a clear and defined separation between management and ownership. a hierarchy.
39
unity of command
subordinates should receive orders from one and only one superior.
40
division of work
the idea that workers should specialize whenever possible
41
unity of direction
the idea that managers should be responsible for coordinating similar activities in an organization
42
scalar chain
an organization should be arranged in a hierarchy of authority that includes every employee
43
behavioral viewpoint
which emphasized the importance of understanding human behavior and motivating employees to achieve
44
early behaviorism
managers should study both jobs and workers in order to correctly match the right worker to the job while also considering the psychological aspects that might encourage an employee to do better
45
the hawthorne effect
when workers are receiving attention they tend to work harder no matter what they were being watched for
46
human relations movement
better human relations can yield positive productivity
47
hierarchy of needs theory top to bottom
self actualization, esteem, social, safety, physiological
48
physiological
basic needs, food, water, shelter
49
safety
physical and psychological safety
50
social
love, friendship
51
esteem
reputation, self respect, self confidence
52
self actualization
developing ones potential and being the best one can be
53
theory x
workers are irresponsible, resist change, have no ambition, dislike work and want to be led
54
theory y
worker are self directed, imaginative creative, self controlled, and capable of taking on responsibility
55
behavioral science
scientific research for developing theories about human behavior
56
quantitative management
the application of quantitative techniques such as statistics and computer simulations to management
57
management science or operations research
stresses the use of rational, science based techniques and mathematical models to improve decision making and strategic planning. uses math to solve management problems.
58
operations management
focuses on more effectively managing the production and delivery of an organizations product or service
59
contemporary perspective
systems, contingency, and quality management viewpoints
60
systems viewpoint
regards the organization as a system; a set of interrelated parts operating together to achieve a common purpose
61
synergy
a situation in which the whole is greater than the sum of its parts
62
open systems
constantly interact with its surrounding
63
closed system
little interaction with its environment
64
components of a systems inputs
people, money, information, equipment, raw materials
65
transformation processes
converting inputs to outputs
66
outputs
products, services, profits, losses, employee satisfaction
67
feedback
information about the reaction of the environment to the outputs
68
contingency viewpoint
a managers approach should vary according to the individual and the environmental situation
69
stakeholders
those whose interests are affected by the organizations activities
70
internal stakeholders
employees, owners, and the board of directors
71
external stakeholders
people in the organizations external environment that it affects, includes the task environment and the general environment
72
stake holder analysis
a process in whch a manager determines how to effectively communicate with key stakeholders in the business
73
task environment
can impact the day to day operations of a business. includes: customers, competitors, suppliers, distributers, strategic allies, employee organizations, local communities, financial institutions, government regulators, special interest groups, mass media
74
the general environment
includes forces that cannot be controlled by the organization: economic, technological, sociocultural, demographic, political-legal, and international forces
75
economic forces
unemployment ratesm, inflation, interest rates, economic growth
76
technological forces
new developments in methods for transfering resources into goods or services
77
sociocultural forces
relationships, values, societies, and cultures
78
demographic forces
population, age, gender, ethnicity
79
political forces
laws
80
international forces
economic, political, legal, and technological changes on a global scale
81
ethical dilemma
a situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is also unethical.
82
utilitarian approach
an ethical dilemma is resolved in a way that will generate the greatest good for the greatest number of people
83
individual approach
ethical dilemma is resolved in a way that will result in the individuals best long term interest
84
moral rights approach
ethical dilemma is resolved in a way that respects the fundamental rights of human beings including things such as privacy, consent, and freedom of speech
85
justice approach
under the justice approach and ethical dilemma is resolved in a way that respects impartial standards of fairness and equity
86
preconventional
follows rules and obeys authority
87
conventional
individual generally adheres to the expectations of others
88
postconventional
an individual is guided by his or her own internal values
89
social responsibility
actions that will benefit society as well as the interests of the organization
90
sarbanes oxley act of 2002
regulates how CEOs can be held accountable for their actions and it regulates the appropriate composition of the board of executives, requiring a certain number of outside managers.

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