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Management 301 > Exam 1: Chapters 1-4 > Flashcards

Exam 1: Chapters 1-4 Flashcards

1
Q

What are the 4 elements of the management process?

A

planning, controlling, organizing, leading

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2
Q

What do Cindy Wilcock and Liz Mang do?

A

Cindy is in charge of registrations of exams and Liz manages research activities

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3
Q

What are traits of a good boss?

A

organized, professional, personable, flexible, on time, a leader, and trusting

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4
Q

What are traits of a bad boss?

A

a bad boss is short-tempered, lazy, irrational, picky, overpaid, has no backbone and takes credit for things they didn’t do

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5
Q

Would you rather be a great manager or leader? and why?

A

Both. because they are both important characteristics to have in business

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6
Q

8 skills of a manager

A 
administers
structure
maintains
relies on control
short range view
asks how and when
maintains status quo
does things right
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7
Q

8 skills of a leader

A 
innovates
focus on people
develops
inspires trust
long range view
asks what and why
challenges status quo
does the right thing
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8
Q

What video did we watch about leadership and followership? What is the significance of this video?

A

shirtless dancing guy who was titled the leader. He had one follower who was the first follower. Because the leader embraced the first follower as his equal, the first follower showed others how to follow so the first follower is also a type of leader

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9
Q

What are 5 examples of things that use the traditional pyramid?

A

military, religion, education, government, and business

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10
Q

What sort of board does a For-Profit organization have?

A

Board of Directors

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11
Q

What sort of board does a Non-Profit organization have?

A

Board of trustees

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12
Q

What is the order from top to bottom of the traditional pyramid?

A 
CEO
Senior Managers
Middle Managers
Front Line Managers
Non-Managerial Workers
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13
Q

what is the role of a board of directors or board of trustees?

A

they are above the CEO in the traditional pyramid.

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14
Q

What is an example of an inverted pyramid?

A

W.L. Gore where the heads of departments are only ‘associates’ and the CEO (Terri Kelly) is like everyone else

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15
Q

what is the order from top to bottom of the INVERTED pyramid?

A 
Customers
Operating Workers
Team Leaders (middle managers)
Senior Managers
CEO
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16
Q

Who is the CEO of W.L. Gore and what is unique about her?

A

Terri Kelly. She uses an inverted pyramid in her company. No one tells the workers what to do, they decide what to work on and where they’ll do the best job. They determine who is going to be a leader based on who follows them. This company has no titles.

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17
Q

What are the three types of manager roles?

A

interpersonal, informational, and decisional

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18
Q

What are the components that overlap in the interpersonal role of a manager?

A

leader, liaison, and figure-head

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19
Q

What are the components that overlap in the informational role of a manager?

A

monitor, disseminator, being a spokesperson

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20
Q

What are the components that overlap in the decisional role?

A

negotiator, resource allocator, entrepreneur (deciding what to do next), and disturbance handler

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21
Q

which of the following is NOT a skill of a manager?

a. Maintains
b. Long range view
c. Relies on controls
d. structure focus
e. short range view

A

b. Long range view

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22
Q

Which of the following is NOT a skill of a leader?

a. develops
b. long range view
c. challenges status quo
d. innovates
e. administers

A

e. administers

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23
Q

when an organization developed a top/down structure we call that…

A

traditional

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24
Q

what is planning within the management process?

A

setting performance objectives and deciding how to achieve them

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25
Q

what is organizing within the management process?

A

arranging tasks, people, and other resources to accomplish the work

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26
Q

what is leading within the management process?

A

inspiring people to work hard to achieve high performance

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27
Q

what is controlling within the management process?

A

measuring performance and taking action to ensure desired results

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28
Q

skills of managers…

A

vary based on level

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29
Q

what are conceptual skills?

A

dealing with strategy, vision, and leadership. Early on there is a low need for conceptual skills, but later on in one’s career it is more necessary

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30
Q

What are 3 examples of technical skills?

A

market research, sales, and supply chain

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31
Q

Who came up with the 3 skills of managers?

A

Harvard’s Robert Katz

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32
Q

Why are technical skills necessary?

A

they are mandatory when you leave college and enter the workforce and become less important as you go through your career

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33
Q

at what level in your career do you most need conceptual skill the most?

A

high level

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34
Q

at what level in your career do you most need human skill?

A

you need it to be good from a low level all the way to high level. constant

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35
Q

at what level in your career do you most need technical skill?

A

low level

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36
Q

6 top issues for managers:

A 
globalization
ethics
governance
diversity
knowledge
self-management
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37
Q

which of the following is NOT a foundational role of a manager?

a. interpersonal
b. structural
c. decisional
d. informational
e. technological

A

b. structural and e. technological

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38
Q

top managers are directly accountable to…

A

board of directors

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39
Q

which is NOT an example of emotional intelligence

a. self awareness
b. ethical decision making
c. self regulation
d. personal motivation
e. social awareness

A

b. ethical decision making

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40
Q 
What do they following have in common:
Machu Pichu
The Great Pyramid
The Great Wall of China
The Coliseum
A

they are all examples of things that took management to build through history

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41
Q

What did Frederick Taylor Study?

A

Scientific Management

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42
Q

What is Scientific Management?

A

the tools, time, people, and motion in companies

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43
Q

What are Frederick Taylor’s 4 Scientific Principles?

A
  1. develop a “science” for each job
  2. hire workers with the right abilities
  3. train and motivate workers
  4. support workers based on science
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44
Q

What did Taylor’s scientific principles seek to do?

A

sought for maximum prosperity for the employer and the employee

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45
Q

What are negatives to the scientific principle?

A

it was not always beneficial to the employee (more production and no bonus, etc), and it created some tough jobs

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46
Q

What 2 videos did we watch about scientific principle?

A

First was about Henry Ford and how he utilized Scientific Principles with his mass production of Model T’s
Second was a video on BMW planet, which utilizes Scientific Principles by building cars with both robots and handiwork. There were also cameras that monitored quality

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47
Q

what are the big 3 approaches to management theory and practice?

A

Classical
Behavioral
Modern

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48
Q

What did Max Weber study?

A

Bureaucratic Organization

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49
Q

What are 5 characteristics of bureaucratic Organization?

A
  1. there is a clear division of labor
  2. there is a hierarchy
  3. there are formal rules and procedures
  4. it is impersonal
  5. the careers are based on merit rather than nepotism and friendship
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50
Q

What do bureaucratic organizations seek?

A

power and authority

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51
Q

Where are there bureaucracies?

A

military, religion, education, government, and business

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52
Q

Which 2 videos did we watch about bureaucratic organization?

A

first about NASA that struggles for change and innovation
Second about the Google Lunar X-Prize in which teams compete to get to the moon and win $30 million which is an example of a NON bureaucratic approach

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53
Q

What did Henri Fayol Study?

A

administrative principles

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54
Q

What are the three components of classical management research?

A

scientific management, bureaucratic organization, administrative principles

55
Q

What are 5 components of administrative principles?

A
  1. there is foresight/planning
  2. there is organization
  3. there is command
  4. there is coordination
  5. there is control
56
Q

What do the administrative principles work for?

A

clear communication in all levels or organization and unity of command (one boss per person)

57
Q

Which item below is part of Taylor’s Scientific Management Approach?

a. pursue innovation routinely
b. develop a science for each job
c. engage a university expert
d. use science in product development

A

b. develop a science for each job

58
Q

Who is better at identifying a bureaucracy?

A

Max Weber

59
Q

Hawthorne effect

A

the tendency of persons singled out for special attention to perform as expected

60
Q

Who conducted the Hawthorne studies?

A

Elton Mayo

61
Q

What were the hawthorne studies?

A

studies on human relationships. He isolated six assembly workers in a special room and measured the effect on outputs based on various rest pauses and length of work days and work weeks. the workers had nice conversations and got more attention from the researchers than they got from supervisors in their usual jobs.

62
Q

What was the result of the hawthorne studies?

A

since the researchers gave the workers more attention they wanted to live up to the researchers expectations so they did well. Productivity increased no matter incentive and groups have negative/positive influences on member behavior.

63
Q

What did Abraham Maslow create?

A

the hierarchy of needs

64
Q

what does the hierarchy of needs display?

A

the level of human fulfillment

65
Q

What is the hierarchy of needs from top to bottom?

A 
self actualization
esteem needs
social needs
safety needs
physiological needs
66
Q

what are physiological needs in the hierarchy of needs?

A

food, water, fresh air

67
Q

what are safety needs in the hierarchy of needs?

A

having no physical, emotional, or financial threats

68
Q

what are social needs in the hierarchy of needs?

A

friends, family, love, and belonging

69
Q

what are esteem needs in the hierarchy of needs?

A

how you see yourself, feeling respect, and confidence

70
Q

what are self actualization needs in the hierarchy of needs?

A

include the progression principle (once the needs below are satisfied you can move up to the next level) and the deficit principle (if a need is satisfied you no longer want that need)

71
Q

What is an example of self actualization?

A

JK Rowling used failure to achieve more. she was at the bottom trying to just satisfy her physiological needs but once she overcame them she reached self-actualization and wrote Harry Potter

72
Q

Theory X

A 
assumes people:
dislike work
lack ambition
follow and don't lead
resist change
are irresponsible
73
Q

Theory X managers…

A

feel like the NEED to tell employees what to do

74
Q

Theory Y

A 
assumes people:
willing to work
are capable/creative
are self-controlled
are self-directed
are responsible
75
Q

Theory Y managers…

A

are motivated to give employees responsibility

76
Q

who created theory X & Y?

A

Douglas McGregor

77
Q

What videos did we watch about theory X and Y

A

general manager at USAA=theory Y boss and was well liked by employees
The Office and saw a boss who is micro-managing (people’s biggest complaint)

78
Q

In the hawthorne study, Mayo found…

A

productivity increased no matter the incentive

79
Q

Maslow has 5 levels of human need reflected in his models. Which of the following is NOT one of those:

a. safety
b. esteem
c. productivity
d. physiological
e. social

A

c. productivity

80
Q

What is Unity of Command?

A

One boss per person

81
Q

What is the scalar principle?

A

clear communication at all levels of the organization

82
Q

What are the the 4 modern approaches to management?

A
  1. operations management and science
  2. customer driven open systems
  3. contingency thinking
  4. quality management evidence based management
83
Q

What are the two parts of operations and management science?

A
  1. Queuing Theory

2. Think-line Science

84
Q

What are the queuing theory and think-line science?

A

technical tools and methodology that explore how long someone will wait in line without getting upset

85
Q

what is an example of the queuing theory and think-line science?

A

disney parks offer distractions and entertainment while you are on line as well as fast passes that let you skip lines. They also allow the visitor to feel control by providing signs that display how long the wait is

86
Q

what are customer driven open systems?

A

an aspect of modern management that pay close attention to the opinion of the customer

87
Q

What is the routine of customer driven open systems?

A

resources go in
then the business creates the product
then the customers get the completed goods and services
and then customer feedback goes back to step one to the resources

88
Q

What is an example of a customer driven open system?

A

Zara International. They have a 2 week design cycle that replenishes the designs while improving with the customer’s reactions, design imitators, and attractive price points

89
Q

what video did we watch about customer driven open systems?

A

opening of Zara in Mumbai where they used an actress to attracted young people for good prices

90
Q

What is contingency thinking?

A

an aspect of modern management that focuses on the “what if?”
Contingency means alternative. Goes hand in hand with crisis management

91
Q

what is quality management?

A

a type of modern management that surrounds itself with tools and methodology

92
Q

Six Sigma

A

having tools and methodology to improve any process

an example of quality management

93
Q

the Lean Principle

A

having tools and methodology to reduce waste in the system

an example of quality management

94
Q

What are 3 types of skills that decision makers should possess?

A
  1. Computer Literacy
  2. Interpersonal Skill
  3. Information competency
95
Q

what is an example we talked about in class about decision making?

A

Chilean miners in 2010. Pinera, the president of Chile, made the decision to continue the rescue because he had an inner feeling that the miners were still alive. This is a good lesson of crisis management because he did not hesitate with his energy and resources and didn’t give up

96
Q

3 types of ways managers can act towards problems

A
  1. problem avoider
  2. problem solver
  3. problem seeker
97
Q

problem avoider

A

manager who runs from problems. such as the captain of the Costa Concordia that left the cruise ship after it crashed. He didn’t want to deal with the problem so he left

98
Q

problem solver

A

type of manager who finds a resolution to a current problem, but only when required. Like when the sandusky scandal broke out and Terri Pegula decided to still donate money despite the problem that arose

99
Q

problem seeker

A

most important decision making skill to have.

Finding potential problems ahead of time to try and solve the problem

100
Q

Intuitive thinker example

A

Captain Sullenberger landed the plane on the hudson because he knew he could hurt more people by landing in the city

101
Q

systematic thinker example

A

Captain Sullenberger analyzed what was going on when his plane malfunctioned and decided he had to land

103
Q

systematic thinking

A

approaches problems in a flexible and spontaneous fashion

103
Q

intuitive thinking

A

approaches problems in a flexible and spontaneous fashion

104
Q

programmed problems

A

have a set of ways of being solved, like the schedule for the Thomas building during the day

105
Q

non-programmed problems

A

do not have set ways of being solved, like the sandusky scandal

106
Q

certain environment

A

offers complete info on possible action alternatives and their consequences

107
Q

risk environment

A

lacks complete info but offers probabilities of the likely outcomes for possible action alternatives

108
Q

uncertain environment

A

lacks so much info that it is difficult to assign probabilities to the likely outcomes of alternatives

109
Q

high programmed decision

A

applies a solution from past experience to a routine problem

110
Q

non programmed decision

A

applies a specific solution that has been crafted to address a unique problem

111
Q

what are the steps of the traditional decision-making process?

A

identify problem –> develop alternatives –> decide on action –> improve decision –> evaluate results –>

112
Q

what is an example we talked about in class about the traditional decision making process?

A

Ronnie Johnson and the super soaker

113
Q

What is DMAIC?

A 
advanced Six Sigma decision making process:
Defining
Measuring
Analyzing
Improving
Controlling
114
Q

the PSU Ice Arena is ready and the Sandusky Scandal hits. What do you do next?

A

Seek out stakeholders and talk about potential problems early

115
Q

You are asked to make a decision for your company based on objective facts. What type of decision-making style are you using?

A

Sensation and thinking

116
Q

What is PONG?

A

Personal
Organizational
National
Global

117
Q

ethics is absolutely….

A

PERSONAL

118
Q

from 2009-2011, confidence in senior leaders…

A

dropped

119
Q

what is ethics driven by?

A

LEADERS

120
Q

What was the % of US workers perceiving pressure to commit misconduct in…

a. 1994
b. 2000
c. 2003
d. 2005
e. 2007
f. 2009
g. 2011

A

a. 28%
b. 14%
c. 11%
d. 11%
e. 10%
f. 8%
g. 13%

121
Q

what is ethics?

A

having a set of principles, the right conduct, and underlying values

122
Q

moral absolutism

A

when you go to do business in a different country and use the same values and operate the same way as you did in your country of origin

123
Q

cultural relativism

A

when you go to a different country and act the way and operate the way they do there

124
Q

conventional approach to ethics is

A

comparing actual behavior to what ought to be

125
Q

what are the 4 parts of moral reasoning

A

individualism
moral rights
utilitarian
justice

126
Q

descriptive (ethics)

A

conventional, what is happening

127
Q

normative (ethics)

A

what ought to be, what should actually be happening

128
Q

ethical framework

A

guideline to help us make a decision in an ethical situation

129
Q

What are the 6 things to consider when making an ethical decision?

A
  1. awareness
  2. facts
  3. stakeholders
  4. standards
  5. values
  6. actions
130
Q

What are kolberg’s 3 levels of moral development?

A 
Level 1: Preconventional
1. Punish
2. Reward
Level 2: conventional
3. Good
4. Law
level 3: post conventional
5. Social
6. Universal
131
Q

5 organizational ethics components part 1

A
  1. leadership
  2. ethics officers
  3. codes
  4. training
  5. audits
132
Q

5 organizational ethics components part 2

A
  1. industry standard
  2. avoid undue authority
  3. communicate
  4. detector and prevention
  5. compliance and standards
133
Q

What is the most important factor influencing employee unethical behavior?

A

behavior of supervisors

134
Q

What is the fortune 100 approach to ethics?

A
  1. Rules/compliance

2. Ethics/Values/Codes of Conduct

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