Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Principles of Management > Exam 1 - Study Guide > Flashcards

Exam 1 - Study Guide Flashcards

1
Q

Definition of a Manager

A

-o Responsible for achieving organizational objectives through efficient and effective utilization of resources
▪ Organizational performance matter

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Manager Resources

A
  • Human, financial, physical, informational
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Human Resources

A

-people; the organization’s most valuable asset

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Financial Resources

A

-money; everything needs money

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Physical Resources

A

-making the products and services; keeping the systems working

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Informational Resources

A

-how you are going to make decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Efficient

A
  • working in a well-organized and competent way
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Effective

A
  • successful in producing a desired or intended result
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Management Functions

A
  • Planning, organizing, leading, controlling
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Planning

A
  • setting objectives and determining in advance exactly how the objectives will be met
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Organizing

A

-delegating and coordinating tasks and allocating resources to achieve objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Leading

A

-influencing employees to work toward achieving objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Contolling

A
  • establishing and implementing mechanisms to ensure that objectives are achieved
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Levels of Managers

A
  • Top, middle, first-line
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Top Managers

A

-CEO, president, vice-president

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Middle Managers

A

-sales manager, branch manager, department head

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

First-Line Managers

A

-crew leader, supervisor, head nurse, office manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Situational Management Analysis

A
  • Capability

- Management Styles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Ability

A
  • knowledge, experience, education, skills, and training to do a job without direction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Motivation

A
  • do they have the confidence and drive to do the task
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Management Styles

A
  • Autocratic, consultative, participative, empowering
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Autocratic

A

-low ability, high direction and low support
● Employees are unable to perform the task without supervision or lack motivation
● Closely oversee employee performance
● Make decisions without employee input

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Consultative

A

-moderate low ability, high direction and high support
● Employees have moderate ability and are motivated to do the task without supervision
● Manager allows employees to do that task but still oversees
● Manager gets input from the employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Participative

A

-high high ability, low direction, high support
● Employees can do the task but need motivation
● Develops confidence
● Group meeting for input

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Empowering

A

-outstanding high ability, low direction, low support
● Can preform the task without direction or support
● Others can make the decision for the group

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Definition of a Theory

A

-o Theory: ideas and/or systems that explain, predict, and control
▪ Builds on what comes before

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Classical Theory

A
  • Communication Style

- Frederick Taylor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Communication Style of Classical Theory

A

-▪ Focus on the job and management functions to determine the best way to manage in all organizations
▪ Job efficiency through the development of technical skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Fredrick Taylor: Scientific Management

A

-▪ The father of scientific management
▪ Scientific management principles
● 1. Develop a procedure for each element of a worker’s job
● 2. Promote job specialization
● 3. Select, train, and develop workers scientifically
● 4. Plan and schedule work
● 5. Establish standard methods and times for each task
● 6. Use wage incentives such as piece rates and bonuses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Administrative Theory

A
  • Henri Fayol

- Max Weber

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Henri Fayol: 5 Functions of Management

A

-▪ The father of modern management

▪ Five major functions of management: planning, coordinating, organizing, controlling, and commanding

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Max Weber: Bureaucracy

A

-▪ Goal was to develop a set of rules and procedures to ensure that all employees were treated fairly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Behavioral Theory

A
  • Elton Mayo

- Douglas McGregor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Elton Mayo: Human Relations Movement and the Hawthorne Effect

A

-▪ Wanted to get the best work environment possible
▪ A way that a manager treated his employees had a lot to do with their performance
▪ Hawthorne Effect: the theory that just studying people effects their performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Douglas McGregor: Theory X / Theory Y

A
  • Theory X: people do not like their work; managers must direct and control as much as possible
  • Theory Y: people like to work and do not need as much supervision
36
Q

Integrative Perspective

A
  • Systems Theory

- Contingency Theory

37
Q

Systems Theory

A
  • ▪ Focus on viewing the organization as a whole and as the interrelationship of its parts
38
Q

Contingency Theory

A

-▪ Focus on determining the best management approach for a given situation

39
Q

Internal Environment

A
  • Includes the factors that affects its performance within its boundaries
40
Q

Mission

A
  • Its purpose or reason for being
41
Q

Structure

A
  • The way in which an organization groups its resources to accomplish a mission
42
Q

Management and Culture

A
  • Definition of Organizational Culture

- Schein: Three Levels of Culture

43
Q

Definition of Organizational Culture

A

-● Values, beliefs, actions, stories, artifacts, and assumptions about appropriate behavior that members of an organization share

44
Q

Schein: Three Levels of Culture

A
  • ● Artifacts/Behaviors: physical and social environment
    ● Values: operating principles that guide decisions
    ● Assumptions: deeply ingrained beliefs that are considered
45
Q

Strong vs. Weak Cultures

A

-● How organizational cultural strength is characterized
● Strong: shared assumptions, know values and beliefs, behave as expected
● Weak: not shares assumptions, do not know values and beliefs, do not behave as expected

46
Q

Business Ethics

A
  • Standards of right and wrong that influence behavior
47
Q

Factors Influencing Ability to Make Ethical Decisions

A
  • Personality
  • Moral Development
  • Situation
  • Faith
48
Q

Personality

A
  • Deals with integrity
49
Q

Moral Development

A
  • distinguishing right from wrong and determining the right choice
50
Q

Situation

A
  • Easier to be unethical in certain situations
51
Q

Faith

A
  • As Christians, make the right decisions
52
Q

Organizational Code of Conduct and Whistleblowing

A
  • ▪ Works with mission statement and includes specific policies
    ▪ Needs to be enforced from the top down
    ▪ Often includes whistleblower programs
    • Exposing content that could be considered illegal
53
Q

Ethical Decision-Making Models

A
  • Four-way Test
  • “Glad you asked”
  • Stakeholder Approach to Ethics
  • Three Step Checklist
54
Q
  • Four Way Test
A

-● Is it the truth?
● Is it fair to all concerned?
● Will it build goodwill and better friendships?
● Will it be beneficial to all concerned?

55
Q
  • “Glad You Asked”
A
  • Filter for sound business decisions
56
Q

Stakeholder Approach to Ethics

A

-● Win-win situation for all stakeholders so everyone benefits from the decision

57
Q

Three Step Checklist: Collect Relevant Information Regarding an Action

A

-● Does the action violate any laws?
● Does the action violate company or professional standards?
● Who is affected, and how, by the action?

58
Q

Justifications of Unethical Behavior

A 
- ▪	Displacement of responsibility
▪	Diffusion of responsibility
▪	Advantageous comparison
▪	Disregard or distortion of consequences
▪	Attribution of blame
59
Q

Global Environment

A
  • Global Attributes
  • Global Classifications
  • Global Approaches to Business
60
Q

Three Global Attitudes

A
  • Ethnocentrism
  • Polycentric
  • Geocentric
61
Q

Ethnocentrism

A

-my way is right; apply my way everywhere

62
Q

Polycentric

A
  • we play the house rules; just fit in
63
Q

Geocentric

A

-what’s the best way in this world of diversity?

64
Q

Global Classifications

A
  • International
  • Multinational
  • Transnational
65
Q

International

A
  • doing business abroad
    ● Import/export
    ● Strategic alliance
    ● Licensing
66
Q

Multinational

A

-significant operations in more than one country
● Joint-ventures
● Direct investments

67
Q

Transnational

A
  • global integration; organize by industry or market, no geography or region
    ● Mixed-methods
68
Q

Global Approaches to Business

A
  • Import
  • Export
  • Licensing
  • Franchising
  • Contracting
  • Strategic Alliances
  • Joint Ventures
69
Q

Import

A
  • Buying goods from a foreign place and bringing them home
70
Q

Export

A
  • Giving goods to a foreign place
71
Q

Licensing and Franchising

A
  • Licensing: makes products or services in exchange for a royalty
  • Franchising: licences the entire business to the franchisee for a fee and royalties
72
Q

Contracting

A
  • A foreign product that a company sells as its own
73
Q

Strategic Alliances and Joint Ventures

A
  • Strategic Alliance - an agreement to share resources that do not necessarily involve creating a new company
  • Joint Venture - Created when two or more firms share ownership of a new company
74
Q

Differentiate joint venture from strategic alliance

A
  • Strategic alliances do not always create a new company

- Joint ventures create a new company

75
Q

Five Accents or Themes in Faith and Work

A
  1. Personal Purpose or Calling in Work
  2. Stewardship or “Co-Regency”
  3. Radical Generosity
  4. Evangelism
  5. Economic Justice and Business Ethics
76
Q

How did God design work?

A
  • God designed work to be good

- It is a way that we can be productive in our lives and serve others

77
Q

Impact of meaningful work

A
  • Improves life, the world around us, and the lives of others
78
Q

What are the limits of work according to God’s Word

A
  • We all get tired after doing work

- Therefore, some rest is necessary

79
Q

“Work as a necessary evil”: where does this idea come from?

A
  • The thought that we just have to do work because its what we need to do to survive
  • Modern thought
80
Q

Why does work have dignity?

A
  • It reflects God’s image in us
81
Q

How are we called to fill and subdue the earth through our work?

A
  • This is the first job that God gave man
82
Q

What does “culture making” look like?”

A
  • Rearranging what God has given us in a way that helps others and gives God glory
83
Q

Definition of “calling”

A
  • God has assigned each of us with a task to do and we should preform it to the best of our abilities
84
Q

Martin Luther’s perspective on “vocation”

A
  • Knew that everyone was called to do something

- Knew that no one would know what it was without something else: help from God

85
Q

How should we view work?

A
  • Act of love
  • Ministry of competence
  • Service
86
Q

Ministry of Competence

A
  • The best way to serve God is to do your job to the best of your ability

Principles of Management (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions