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Principles of Management > Exam 1 Study Guide > Flashcards

Exam 1 Study Guide Flashcards

1
Q

What is management?

A

getting work done through others

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2
Q

What are the 4 functions of management?

A

planning, organizing, leading, controlling

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3
Q

What is efficiency v. effectiveness?

A

efficiency - getting work done with minimum effort, expense, or waste
effectiveness - accomplishing tasks that help fulfill organization objectives

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4
Q

Describe the differences between top managers, middle manager, first-line manager, and team leaders.

A

top managers - responsible for overall direction of the org.
middle manager - allocate resources and plan to accomplish objective consistent with top management
first-line managers - responsible for managing the performance of entry-level employees
team leaders - responsible for facilitating team activities toward goal accomplishment

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5
Q

How does interpersonal management roles differ from informational and decisional roles?

A

interpersonal - perform ceremonial duties, motivate and encourage workers, deal with people outside of unit
information - scan environment for info, share info with company, spokesperson
decisional - adapt company to change, respond to problems, allocate resources, negotiate

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6
Q

How is Waffle House an example of a disturbance handler role?

A

Whether a Waffle House is closed is a strong indicator of how dangerous a hurricane/tropical storm is. Waffle house is responding to environmental demands

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7
Q

What is the most important skill for managers to have?

A

human skills

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8
Q

When team members transition to managers, what challenges do they face?

A

They expect to be the boss and manage tasks, but their job is actually communication, positive reinforcement and people development
Challenges include fast pace and heavy workload

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9
Q

How do we increase competitive advantage through good management? What does that mean?

A
  1. Employment security
  2. Selective hiring
  3. Self-managed teams and decentralization
  4. High wages contingent on organizational performance
  5. Training and skill development
  6. Reduction of status differences (equal treatment)
  7. Sharing information
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10
Q

How long has the field of management science been around? What was management like before?

A

Management science was first developed in the early 20th century by Frederick Winslow Taylor. Before that, there were many takes on management dating back to the Sumerians

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11
Q

What is the industrial revolution and what does it have to do with management science?

A

IR was the transition from creating things by hand to large scale production assisted by machines. This has to do with mgmt science because people were now being hired to do jobs and so it was important to train and lead them efficiently.

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12
Q

Frederick Taylor

A

Developed four principles of scientific management, also dealt with issues such as soldiering, rate busting, and time studies.

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13
Q

Four Principles of Management

A
  1. Develop a science for each element of a job
  2. Select, train, teach, and develop workmen scientifically
  3. Cooperate with workers to make sure work is done effectively
  4. Equal division of work and responsibility between workers and management
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14
Q

Frank and Lillian Gilbreth

A

Used motion studies to simplify work and improve productivity
motion study - breaking tasks into separate motions and eliminating unnecessary ones

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15
Q

Henry Gantt

A

Develop the Gantt chart, a graphical chart that shows which tasks must be completed when to complete a project

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16
Q

Max Weber

A

Introduced bureaucratic management
Bureaucracy - exercise of control on the basis of knowledge, expertise, or experience

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17
Q

Elements of Bureaucratic Organizations

A

Qualification based hiring
Merit based promotion
Chain of command
Division of Labor
Impartial application of rules
Actions are recorded in writing
Managers are separate from owners

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18
Q

Henri Fayol

A

Associated with administrative management
Developed 5 functions of managers: planning, organizing, coordinating, commanding, and controlling
Developed 14 principles of management

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19
Q

Henri Fayol’s Principles of Management

A

Division of work
authority and responsibility
discipline
unity of command
unity of direction
subordination of individual interests to the general interest
remuneration
centralization
scalar chain
order
equity
stability of tenure of personnel
initiative
esprit de corps

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20
Q

Mary Parker Follett

A

believed in integrative conflict resolution rather than domination or compromise

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21
Q

Elton Mayo

A

Hawthorne studies - found that factors related to work were found to be more important than the physical conditions or design of the work

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22
Q

What is soldering?

A

when workers deliberately slowed the pace or output of their work

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23
Q

What is rate busting?

A

a group member whose work pace is significantly faster than the normal pace of their group

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24
Q

What are the pros and cons of bureaucracy?

A

Pros: Impartial application of rules, all things recorded, thorough procedure
Cons: must follow strict chain of command, may be difficult to get things done, monotonous

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25
Q

What happened in the Hawthorn Studies? Why did the group produce more regardless?

A

Studies showed that differences in performance were due to group dynamics and that the group produced more because they gained more understanding of each other

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26
Q

Operations management

A

Involves managing the daily production of goods and services
Use quantitative methods to find ways to increase productivity and improve quality
ex: cost-benefit analysis, quality control

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27
Q

Information Management

A

Paper and printing press revolutionized the business use of information
Typewriters and personal computers enabled easier and faster production of business comm.
Telephone and internet increased access to timely info

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28
Q

Systems management

A

System - set of interrelated elements or parts that function as a whole
subsystems - operate within context of a larger system
synergy - 2 subsystems together can product more than they can apart
closed systems - sustain themselves without interacting with their environment
open systems - sustain themselves only be interacting with their environment

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29
Q

contingency management

A

idea that there are no universal management theories and the most effective approach depends on the problem being faced
management doesn’t automatically solve all problems

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30
Q

Give examples of stable, dynamic, and punctuated environmental changes.

A

stable - funeral industry
dynamic - timber/logging industry
punctuated - long periods of stability followed by fundamental change (9/11)

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31
Q

Give examples of simple, complex, and both environmental complexity.

A

simple - few environmental factors (recreational boating industry)
complex - many environmental factors (less than truckload distribution companies)

32
Q

Give examples of abundant, scarce, or middle resources.

A

f u

33
Q

How does environmental uncertainty affect industries?

A

extent to which managers can predict changes and their effects, makes managers much less confident in their ability, becomes very difficult to predict the future

34
Q

Explain the basics of the general environments of sociocultural, economy, technology, and political/legal trends

A

economy - growing economy is favorable for business growth
technology - changes can help companies provide better products and produce them more efficiently
sociocultural - demographic characteristics, general behavior, attitudes and beliefs of people in society
legal - legislation, regulations, and court decisions that regulate business behavior

35
Q

How do business confidence indices measure environmental trends?

A

they show managers’ level of confidence about future business growth, indicating that they believe there is low uncertainty and high potential

36
Q

How is IKEA an example of reactive customer monitoring?

A

They found that customers reported their store taking too long to navigate and too far away so they created IKEA pop-ups

37
Q

What is an example of proactive monitoring?

A

identifying and addressing customer needs, trends, and issues before they occur
- training employees effectively to handle issues

38
Q

Compare and contrast opportunistic behavior v. relationship behavior

A

opportunistic behavior - transaction in which one party benefits at the expense of the other
relationship behavior - the establishment of mutually beneficial, long-term exchanges between buyers and suppliers

39
Q

Supplier dependence can result in monopolistic or oligopolistic behavior. How does this hurt competition?

A

Only one supplier means the can engage in opportunistic behavior and manipulate prices

40
Q

Buyer dependence can result in monopolistic or oligopolistic behavior. How does this hurt competition?

A

Few buyers mean they can engage in opportunistic behavior and manipulate prices

41
Q

How was Airbnb an example of a proactive approach to industry regulation?

A

They planned to fight against local regulations, when that proved to be ineffective, they have integrated the local regulations into their website.

42
Q

How do advocacy groups affect the specific management environment of a company?

A

boycotts can affect demand for a product, so companies must respond to concerns or perish

43
Q

How might we conduct environmental scanning and then interpret those results. (SWOTs, Cognitive Maps)

A

Analyze environmental factors, potential strategies, and potential weaknesses

44
Q

Can you provide an example of positive organizational cultures?

A

Google. Provides lots of benefits and bonus opportunities, they also have a lot of facilities available at work as well as an engaging work environment

45
Q

How are ethics different than morals?

A

Ethics are the greater rules decided on as a culture, morals are what you specifically believe is right to do

46
Q

Understand the basics of workplace deviance and give examples

A

production deviance - unethical behavior that hurts the quality and quantity of work produced
property deviance - unethical behavior aimed at org property
employee shrinkage - employee theft of company merchandise
political deviance - using one’s influence to harm other in company
personal aggression - hostile behavior towards others

47
Q

What is the US Sentencing Commission’s Guidelines Manual? Who does it apply to? Understand offense level v. culpability

A

Book of official guidelines of the federal criminal sentencing policies of the US. Applies to nearly everyone, including non-profits
Offense level depends on kind of crime, loss incurred, and amount of planning
culpability is how responsible the company is in regard to the crime

48
Q

What are ethical intensity factors?

A

the degree of concern people have about an ethical issue

49
Q

What are moral development factors?

A

self interest (preconventional)
societal expectation( conventional)
internalized principles (postconventional)

50
Q

What are principles of ethical decision making?

A

long-term self interest
religious injunctions
government requirements
individual rights
personal virtue
distributive justice
utilitarian benefits

51
Q

What are overt integrity tests?

A

written test that estimates applicants honesty by directly asking them questions about unethical behaavior

52
Q

How would a personality based integrity test measure ethics?

A

written test that indirectly estimates job applicant honesty by measuring other traits such as dependability and conscientiousness

53
Q

What are ethics training important and who should lead these trainings for employee buy in?

A

training that develops employee awareness of ethics, teaches a practical model of decision making
management helps achieve credibility

54
Q

Compare and contrast shareholder models v. stakeholder models

A

shareholder - a view of social responsibility that holds that an organization’s overriding goal should be to maximize profit for shareholders
stakeholder - view that managements most important responsibility is achieved by satisfying interests of multiple corporate stakeholders

55
Q

Who are primary and secondary stakeholders

A

primary - any group which an organization relies for its long term survival
secondary - any group that can influence a company and can affect public perceptions about the company’s socially responsible behavior

56
Q

Difference between economic, legal, ethical, and discretionary responsibilities

A

economic - responsibility to make a profit
legal - obey laws and regulations
ethical - not to violate principles of right and wrong
discretionary - social roles that a company fulfills beyond its economic, legal, and ethical responsibilities

57
Q

What are the benefits and pitfalls of planning?

A

benefits - intensifies efforts, leads to persistences, provides direction, encourage the development of task strategies, works for both companies and individuals
pitfalls - impedes change, prevents or slows adaptation, creates false sense of clarity, leads to detachment of planners

58
Q

What is a SMART goal?

A

specific, measurable, attainable, realistic, and timely

59
Q

What is a proximal goal?

A

short-term goals or subgoals (less than 1-2 years)

60
Q

What is a distal goal?

A

long-term or primary goals (5-10 years)

61
Q

How does simply writing goals help us achieve them?

A

helps with goal commitment, which increases determination to achieve a goal

62
Q

What are options based planning?

A

maintaining planning flexibility by making small, simultaneous investments in many alternative plans

63
Q

What are slack resources?

A

a cushion of extra resources that can be used to adapt to unanticipated changes, problems, or opportunities

64
Q

What is the importance of mission and vision statements?

A

establishes a purpose and unifies company efforts

65
Q

How are standing plans different from single-use plans?

A

SIngle-use plans: plans that cover unique, one time only events
standing plans: plans used repeatedly to handle frequently recurring events

66
Q

What is procedure v. policy?

A

policy - standing plans that indicate the general course of action that should be taken in response to a particular event or situation
procedure - standing plans that indicate the specific steps that should be taken in response to a particular event

67
Q

Describe decision making process.

A

1) Define the problem
2) Identify decision criteria
3) Weigh the criteria
-> Absolute v. Relative comparison
- absolute: rate all factors
- relative: rate factors compared to each other
4) Generate alternative courses of action
5) Evaluate each alternative against each criterion systematically
6) Compute the optimal decision
-> Involves multiplying the rating for each criterion by its weight and computing scores

68
Q

What is group think?

A

barrier to good decision-making caused by pressure within the group for members to agree with each other

69
Q

What is c-type conflict?

A

disagreement that focuses on problem and issue-related differences of opinion

70
Q

What is a-type conflict?

A

disagreement that focuses on individuals or personal issues

71
Q

What is devil’s advocacy?

A

decision making method in which an individual or subgroup is assigned the role of critic

72
Q

What is dialectical inquiry?

A

a decision making method in which decision makers state the assumptions of a proposed solution and generate a solution that is opposite

73
Q

What is nominal group technique?

A

decision making method that has people brain storm individually, as a group, and then individually

74
Q

What is the Delphi technique?

A

decision making method in which panel of experts respond to questions and to each other until reaching agreement on an issue

75
Q

What is brainstorming?

A

group members make decisions by building on each others ideas to generate as many solutions as possible

Principles of Management (4 decks)

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