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HLSC 152 > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

What is management?

A

Getting things done through and with people

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2
Q

Gulick and Management Functions, Five Essential Management Functions

A

POSLiC

  • Planning
  • Organizing
  • Staffing
  • Leading (Directing)
  • Controlling
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3
Q

Scientific management

A

A type of management that uses standardization, specialization, and scientific experiments to design jobs for greater efficiency and production

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4
Q

Taylor and the scientific management

A

(Taylorism and the scientific management)

  • Increase productivity and output not by finding stronger workers to “shovel coal” and “lift iron”, but to design the workers repetitive work for ease and efficiency .
  • Improving individuals jobs
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5
Q

Founding father Taylor

A
  • Principles of Scientific Management (1911)
  • “Enemy of the working man”
  • Standardization, specialization, experimentation to design jobs for maximum efficiency
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6
Q

Founding Father Henri Fayol

A
  • The “father” of modern operational-management
  • French industrialist from late 19th century
  • Translated work into English in 40’s
  • 14 Principles of management
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7
Q

Fayol’s Administration theory

A

An integrated set of ideas to organize work, positions, departments, supervisors-subordinate relationships, hierarchy, and span of control to design an organization

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8
Q

Fayol’s Admin Theory, Key Terms

A
  • Division of work
  • Specialization
  • Coordination
  • Line work
  • Staff work
  • Authority
  • Line of authority
  • Unity of command
  • Span of control
  • Centralization
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9
Q

Mayo and Human Relations

A
  • Researchers conducting experiments in which they changed physical working conditions, such as lighting, of the rooms in which female workers sat and manually assembled telephone components
  • Social and psychological factors were involved
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10
Q

Planning

A
  • Managers decide what to do and how to do it
  • establish a mission, vision, goals, objectives, strategies, and methods
  • short and long term
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11
Q

Organizing

A
  • Managers arrange work into jobs, teams, departments, and other work units
  • Designing and organizational chart
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12
Q

Staffing

A

Managers obtain and retain people to fill jobs and do the work
-Recruit, select, orient, train, compensate, evaluate, protect, and develop employees

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13
Q

Controlling

A

-Managers monitor performance and make necessary adjustments so that goals and objectives are achieved

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14
Q

Weber and Bureaucratic Theory

A
  • A set of principles used to design and organize an organization that result in greater effectiveness
  • The most efficient and rational way to organize human activity to maintain order, maximize efficiency, and eliminate favoritism
  • “De-personalizing” organizations
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15
Q

Complex and Adaptive Systems

A

A system with so many unpredictable changing parts and interactions that it cannot be fully understood and is thus more like a biological organism (natural system) than a machine (mechanical system)

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16
Q

Managers example of a Complex and Adaptive Systems

A

Managers find complex adaptive systems theory useful when the environment changes quickly and unpredictably, because this approach enables organizations to change more quickly and easily

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17
Q

Strategic Planning

A

-Deciding how an organization wants to position itself in its future environment, then deciding how go about this

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18
Q

Strategic Planning- Strategic Thinking

A

analyzing, synthesizing disparate information

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19
Q

Strategic Planning- Goals

A

An important, specific, intended target or outcome that can be measured to determine how well it was achieved

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20
Q

Strategic Planning- SWOT

A

Internal and external analysis that examines an organization’s strengths and weaknesses (internal), and opportunities and threats (external)

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21
Q

Strategic Planning Model (Big 3)

A
  • Where are we now?
  • Where should we be going?
  • How do we get there?
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22
Q

Where are we now?

A
  • Which factors are subject to our control?

- How will our competitive position be affected by external forces?

23
Q

Where should we be going?

A
  • How are mission and business responsibilities balanced?

- What is our stance in terms of total independence versus affiliation or collaboration?

24
Q

How do we get there?

A
  • How are resources allocated?

- What are the priorities for implementation?

25
Q

Porter’s Two Strategies

A
  • Low-cost strategy: An HCO drives down its costs as low as possible
  • Differentiation strategy: An HCO makes its products and services different (from those of competitors) in ways that appeal to customers
26
Q

Strategy

A

A pattern of ideas used to attain and sustain a competitive advantage over rivals

27
Q

Planning at lower levels of organization

A
  • “How to do it”
  • Shorter time periods
  • Following steps to achieve the higher-level “what to do”
  • In support of higher-level strategic plans
  • With narrower perspective (their areas of responsibility)
28
Q

Planning at higher levels of organization

A
  • “What to do”
  • Over longer time periods
  • With a broader perspective of the organization
29
Q

Project Planning and Management

A
  • Managers implement projects to achieve goals in the strategic plan
  • Project management is the application of knowledge, skills, tools, and techniques to meet project requirements
30
Q

Strategic Planning Management

A
  • Ongoing, unending process that constantly adapts to changes in the internal and external environment
  • No real beginning, no real end
  • Continually brought to life by project planning and implementation
31
Q

Project Planning Management

A
  • Temporary work to create something new or improved
  • Not an ongoing, routine activity
  • Has a definitive beginning and end
  • Subset of strategic planning
  • Part of implementation
32
Q

Structure’s purpose in an organization

A
  • Structure is the basic organizing mode to subdivide work into subunits that can be assigned to tasks and individuals
  • Is often represented on the organization chart
33
Q

Structural Influence in an Organization

A
  • Impacts coordination of tasks among workers

- Impacts flow of information and communication

34
Q

Organization Structure

A
  1. Functional
  2. Divisional
  3. Matrix
  4. Parallel
  5. Modular
35
Q

Functional form

A
  • Organizes departments and positions according to the functions workers perform and abilities they use.
  • Smaller HCOs with few services
  • Efficiency
36
Q

Divisional form

A

Organizes departments and positions to focus on groups of customers or services.
-Focus on customers,products, and services

37
Q

Matrix form

A
  • Combines the functional and divisional forms.
  • Strives for efficiency (vertical functional form) while focusing on customers, products, and services (horizontal divisional form)
38
Q

Parallel form

A

Starts with functional structure to produce the routine work and then adds parallel structure to organize for multi departmental approaches to solving complex problems

39
Q

Modular form

A

Outsources much work to other organizations and connects them with contracts and electronic information systems

40
Q

What is control?

A

To monitor performance and take corrective action if performance does not meet expected standards

41
Q

Three dimensions of control

A
  • Structure
  • Processes
  • Outcomes
42
Q

Structure measures

A

Measures of resources, staff, equipment, competencies, inputs, facilities, and characteristics of an organization; how the organization is set up

43
Q

Process measures

A

Measures of the work that is sone, how it is done, and the activities performed

44
Q

Outcome measures

A

Measures of result and effects

45
Q

Three step control method

A
  1. Set standards and Expectation
  2. Monitor and Judge Performance
  3. Make Improvements with Corrective Actions
46
Q
  1. Set Standards and Expectation
A
  • Set targets, expectations, and standards based on external and internal factors
  • Benchmark 9best level of performance of group
  • Consider stakeholders (internal and external influences)
47
Q
  1. Monitor and Judge Performance
A
  • Compare actual to expected targets
  • Measure performance in your area of responsibility using data and present in a chart, graph, visual aid to see main points
  • Balanced scorecards
48
Q

Balanced scorecard

A

Reports with performance measures for finances, customer service, internal business process, and growth/learning’ other kinds of measures may be used

49
Q
  1. Making Improvements
A

When targets are reasonable and should be maintained, then the organizations should change its structure, processes, culture, staff, or other components that will lead to success

50
Q

3 Making Improvements- Cause and effect diagrams

A
  • A tool that visually identifies which factor might affect performance
  • Analyze causes of performance
  • Find factors that cause good and bad performance
51
Q

PDCA cycle

A
  • Plan- goals and objectives that want to be achieved
  • Do- managers implement the plan and decide in change in needed
  • Check- Analyze data to check what happened, assess how results matched plan
  • Act- Make necessary changes and continue with implementation
52
Q

Reengineering

A

Redesigning and improving work processes that involve multiple departments that must work together to accomplish a result

53
Q

Lean production

A

Design of work processes to reduce waste, increase efficiency and speed, and thereby produce more value for customers

54
Q

Controlling People

A
  • Leadership
  • Supervision
  • Motivation
  • Performance Appraisals
  • Power
  • Authority
  • Rewards
  • PunishmentsData
  • Job descriptions
  • Training
  • Culture
  • Values
  • Structure
  • Rules

HLSC 152 (3 decks)

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