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man3025 > exam 1 > Flashcards

exam 1 Flashcards

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
Q

functional conflict

A

constructive conflict; benefits the main purpose of the organization and serves its best interest

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26
Q

dysfunctional conflict

A

conflicts that hinders performance of the organizations

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27
Q

5 ways to handle conflict

A

avoid, accommodate, force, compromise, collaborate

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28
Q

4 ways to spur constructive conflict

A

competition, change the organizations procedures and culture, use an outsiders perspective, programmed conflict (devils advocate, dialectic method)

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29
Q

social forces

A

culture and relationships influence managerial practices

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30
Q

political forces

A

political and legal institutions vary across the globe and have managerial influences and important impacts

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31
Q

economic forces

A

tha availability, production, and distribution of resources have impacts on managerial practices

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32
Q

theories

A

conceptual frameworks that allow us to organize knowledge and develop a plan for action

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33
Q

historical perspective

A

classical, behavioral, and quantitative viewpoints

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34
Q

contemporary perspective

A

systems, contingency, and quality management

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35
Q

classical viewpoint

A

emphasizes ways to manage work more efficiently through time and motion studies, scientific methods, and job specialization

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36
Q

scientific method

A

the scientific study of work method to improve the productivity of individual workers. used to increase productivity and effiency

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37
Q

time and motion

A

uses cameras to isolate different parts of a job. eliminates unnecessary motions and teaches workers the best way to accomplish their task

38
Q

administrative management

A

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
Q

unity of command

A

subordinates should receive orders from one and only one superior.

40
Q

division of work

A

the idea that workers should specialize whenever possible

41
Q

unity of direction

A

the idea that managers should be responsible for coordinating similar activities in an organization

42
Q

scalar chain

A

an organization should be arranged in a hierarchy of authority that includes every employee

43
Q

behavioral viewpoint

A

which emphasized the importance of understanding human behavior and motivating employees to achieve

44
Q

early behaviorism

A

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
Q

the hawthorne effect

A

when workers are receiving attention they tend to work harder no matter what they were being watched for

46
Q

human relations movement

A

better human relations can yield positive productivity

47
Q

hierarchy of needs theory top to bottom

A

self actualization, esteem, social, safety, physiological

48
Q

physiological

A

basic needs, food, water, shelter

49
Q

safety

A

physical and psychological safety

50
Q

social

A

love, friendship

51
Q

esteem

A

reputation, self respect, self confidence

52
Q

self actualization

A

developing ones potential and being the best one can be

53
Q

theory x

A

workers are irresponsible, resist change, have no ambition, dislike work and want to be led

54
Q

theory y

A

worker are self directed, imaginative creative, self controlled, and capable of taking on responsibility

55
Q

behavioral science

A

scientific research for developing theories about human behavior

56
Q

quantitative management

A

the application of quantitative techniques such as statistics and computer simulations to management

57
Q

management science or operations research

A

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
Q

operations management

A

focuses on more effectively managing the production and delivery of an organizations product or service

59
Q

contemporary perspective

A

systems, contingency, and quality management viewpoints

60
Q

systems viewpoint

A

regards the organization as a system; a set of interrelated parts operating together to achieve a common purpose

61
Q

synergy

A

a situation in which the whole is greater than the sum of its parts

62
Q

open systems

A

constantly interact with its surrounding

63
Q

closed system

A

little interaction with its environment

64
Q

components of a systems inputs

A

people, money, information, equipment, raw materials

65
Q

transformation processes

A

converting inputs to outputs

66
Q

outputs

A

products, services, profits, losses, employee satisfaction

67
Q

feedback

A

information about the reaction of the environment to the outputs

68
Q

contingency viewpoint

A

a managers approach should vary according to the individual and the environmental situation

69
Q

stakeholders

A

those whose interests are affected by the organizations activities

70
Q

internal stakeholders

A

employees, owners, and the board of directors

71
Q

external stakeholders

A

people in the organizations external environment that it affects, includes the task environment and the general environment

72
Q

stake holder analysis

A

a process in whch a manager determines how to effectively communicate with key stakeholders in the business

73
Q

task environment

A

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
Q

the general environment

A

includes forces that cannot be controlled by the organization: economic, technological, sociocultural, demographic, political-legal, and international forces

75
Q

economic forces

A

unemployment ratesm, inflation, interest rates, economic growth

76
Q

technological forces

A

new developments in methods for transfering resources into goods or services

77
Q

sociocultural forces

A

relationships, values, societies, and cultures

78
Q

demographic forces

A

population, age, gender, ethnicity

79
Q

political forces

A

laws

80
Q

international forces

A

economic, political, legal, and technological changes on a global scale

81
Q

ethical dilemma

A

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
Q

utilitarian approach

A

an ethical dilemma is resolved in a way that will generate the greatest good for the greatest number of people

83
Q

individual approach

A

ethical dilemma is resolved in a way that will result in the individuals best long term interest

84
Q

moral rights approach

A

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
Q

justice approach

A

under the justice approach and ethical dilemma is resolved in a way that respects impartial standards of fairness and equity

86
Q

preconventional

A

follows rules and obeys authority

87
Q

conventional

A

individual generally adheres to the expectations of others

88
Q

postconventional

A

an individual is guided by his or her own internal values

89
Q

social responsibility

A

actions that will benefit society as well as the interests of the organization

90
Q

sarbanes oxley act of 2002

A

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.

man3025 (1 decks)

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