EXAM REVIEW Flashcards
Explain what the Three Levels of Management are.
TOP MANAGERS:
> Responsible for the performance of an organization as a whole or for one of its larger parts (Ex. President, CEO, VP).
MIDDLE MANAGERS:
> In charge of relatively large departments/divisions (Regional/Plant Manager).
FIRST-LINE MANAGERS:
> In charge of a small work group of non-managers (Ex. Supervisor/Team Leader).
Explain what Unity of Command is.
> Each person should receive orders from only ONE boss.
Explain what Unity of Direction.
> ONE person should be in charge of all activities with the same performance objective.
Explain what Scientific Management is.
1) Develop rules of motion, standardized work implements, and proper working conditions for every job.
2) Carefully select workers with the right abilities for the job.
3) Carefully train workers and provide proper incentives.
4) Support workers by carefully planning their work and removing obstacles.
Explain what Theory X & Y Managers are.
Theory X:
> Managers create situations where workers become dependent and reluctant.
> Managers create self-fulfilling prophecies.
> Dislike work, lack ambition, are irresponsible, resist change, prefer to be led.
Theory Y:
> Managers create situations where workers respond with initiative and high performance.
> Central to notions of empowerment and self-management.
> Willing to work, capable of self-control, willing to accept responsbility, imaginative and creative, capable of self direction.
Explain and list Henri Fayol’s Five Rules of Management.
FOCCC:
FORESIGHT:
> To complete a plan of action for the future.
ORGANIZATION:
> To provide and mobilize resources to implement the plan.
COMMAND:
> To lead, select, and evaluate workers to get the best work toward the plan.
COORDINATION:
> To fit diverse efforts together and ensure information is shared and problems solved.
CONTROL:
> To make sure things happen according to plan.
Explain the Hawthorne Study.
> Examined how economic incentives and physical conditions affected worker output, such as lighting, temperature, etc (No consistent relationship found).
> “Psychological Factor” (human interactions) influenced results
Explain what Maslow’s Hierarchy of Needs are.
PHYSIOLOGICAL NEEDS:
> Most basic of all human needs: need for biological maintenance; food, water, and physical well-being.
SAFETY NEEDS:
> Need for security, protection, and stability in the events of day-to-day life.
SOCIAL NEEDS:
> Need for love, affection, sense of belongingness in one’s relationships with others.
ESTEEM NEEDS:
> Need for esteem in eyes of others’ need for respect, prestige, recognition and self-esteem, personal sense of competence, mastery.
SELF-ACTUALIZATION NEEDS:
> Highest level: need for self-fulfillment; to grow and use abilities to fullest and most creative extent
Explain what the Scalar Chain is.
> There should be a clear and unbroken line of communication from the top to the bottom of the organization.
Explain Motion Study.
> Science of reducing a job or task to its basic physical motions.
Eliminating waste motions improves performance.
Explain and list the four Functions of Management.
- Controlling:
> The process of measuring performance and taking action to ensure the desired result. - Organizing:
> The process of assigning tasks, allocating resources and coordinating work activities. - Planning:
> The process of determining an organization’s desired future position and the best means of getting there. - Leading:
> The process of motivating members of an organization to work to achieve.
Explain Bureaucratic Organizations & List the Three Branches of Classical Management.
- Scientific Management
- Administrative Principles (FOCCC)
- Bureaucratic Organizations
BUREAUCRATIC ORGANIZATION:
CHARACTERISITCS:
> Clear division of labour
> Clear hierarchy of authority
> Formal rules and procedures
DISADVANTAGES:
> Excessive paperwork or “red tape”
> Slowness in handling problems
> Rigidity in the face of shifting needs
> Resistance of change
> Employee empathy
Explain what Quantitative Forecasting is.
> An actual example is of a grocery store trying to eliminate wait times at the checkout during certain times of the day.
Explain the Managers vs. Administrators.
GENERAL MANAGERS (GM):
> Responsible for the complex units and many functional areas.
ADMINISTRATORS:
> Is a manager in a public or non-profit organization (Ex. Hospital Administrator or School Principal).
Explain Prejudice vs. Discrimination.
PREJUDICE:
> Making judgements, having negative attitudes bout a person from a diverse group (Ex. Women & Minorities).
DISCRIMINATION:
> When individuals are unfairly treated because they are a member of a diverse group.
Explain what stakeholders are.
> Those persons, groups, and other organizations directly affected by the behaviour of the organization and holding a stake in its performance.
EMPLOYEES:
> Work for the organization
CUTOMERS:
> Purchase the organizations goods and/or use its services.
SUPPLIERS:
> Providers of human, information, material and financial resources
OWNERS:
> Stockholders, investors, and creditors with claims on assets and profits.
COMPETITORS:
> Other organizations producing the same or similar goods.
REGULATORS:
> Local, provincial and federal agencies that enforce laws.
INTEREST GROUPS:
> Community groups, activists, and other representing interests of citizens and society.
Explain what Globalization is.
> Is a worldwide interdependence of resources flows, product market and business competition
(Ex. Social networking, virtual communication).
Explain what Networking is.
> Networking is the process of creating positive relationships with people who can help advance agendas.
Explain what Utilitarian View of Ethics is.
- JUSTIE VIEW OF ETHICS:
> Fair and impartial treatment of people according to legal rules and standards. - UTILITARIAN VIEW OF ETHICS:
> Greatest good to the greatest number of people
Explain Forecasting.
> Forecasting is the process of predicting what will happen in the future.
Explain Whistleblower.
Expose misdeeds of others to:
> Preserve ethical standards
> Protect against wasteful, harmful, or illegal acts
Explain Ethics.
> Ethics sets standards of good or bad, or right or wrong, in one’s conduct.
Explain Ethical Leadership & Views.
CLASSICAL VIEW:
> Managements only responsibility is to maximize profits
SOCIOECONOMIC VIEW:
> Management must be concerned for the broader social welfare, not just profits.
Explain Perception.
> The process through which people receive, organize and interpret information from the environment.
> People can perceive the same things or situations.
Explain Bureaucratic Control.
> Influences behaviour through authority, policies, procedures, job descriptions, budgets, and day-today supervision.
Explain Internal Control.
> Allows motivated individuals and groups to exercise self-discipline in fulfilling job expectations.
Explain Extrinsic Rewards.
> Valued outcomes given to someone by another person.
Explain Intrinsic Rewards.
> Valued outcomes that occur naturally as a person works on a task.
Explain Independent Contractors.
> Independent contractors are hired as needed and are not part of the organization’s permanent workforce.
Explain Work-Life Balance.
> Work-life balance involves balancing career demands with personal and family needs.
Explain Types of Benefits.
MERIT PAY:
> Awards pay increases in proportion to performance contributions.
BONUS PAY:
> Plans provide one-time payments based on performance accomplishments.
Explain Leading.
> The process of inspiring others to work hard to accomplish important tasks.
Explain Democratic Leaderships.
> Committed to task and people.
Encourages participation in decision making.
Explain Position Power (reward, coercive, legitimate).
REWARD POWER:
> Capable of offering something of value
COERCIVE POWER:
> Capable of delivering punishment or withholding positive outcomes.
LEGITIMATE POWER:
> Organizational position or status confers the right to control those in subordinate positions.
Explain Personal Power (expert, referent, relational).
EXPERT:
> Capacity to influence others because of one’s knowledge and skills
REFERENT POWER:
> Capacity of influence others because they admire you and want to identify positively with you.
RELATIONAL POWER:
> The ability to function well as a team working towards a collective goal.
Explain External Recruitment vs. Internal Recruitment.
EXTERNAL RECRUITMENT:
> Candidates are sought from outside the hiring organization.
> (Ex. Ad in the newspaper).
INTERNAL RECRUITMENT:
> Candidates are sought from within the organization
> (Ex. Posting in work room or email to employees).
Explain Orientation.
> Orientation familiarizes new employees with jobs, co-workers, and organizational polices and services.
Explain Job Analysis (Human Resource Planning).
> Examines exactly what is done in a job & why.
Explain Job Description (Human Resource Planning).
> Duties & Responsibilities of the jobholder.
Explain transactional Leadership.
> Someone who directs the efforts of others through tasks, rewards, and structures.
Explain Transformational Leadership
> Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments
Explain Benchmarking.
> Benchmarking uses external and internal comparisons to plan for future improvements
Explain Short & Long Range Plans:
SHORT-RANGE PLANS:
> Covers one year or less.
INTERMEDIATE PLANS:
> Cover one to two years.
LONG-RANGE PLANS:
> Look three or more years into the future.
Explain Organizational Culture.
> Every human organization (such as a school), create a unique culture.
These organizations span cultures and time zones, and each organization has a distinct identity.
Explain Mission Statement Purpose.
> Expresses the organization’s reason for existence in society.
An important test of the mission is how well it serves the organizations stakeholders.
Ex. McDonald’s McDonald’s brand mission is to be our customers’ favorite place and way to eat and drink. Our worldwide operations are aligned around a global strategy called the Plan to Win, which centers on an exceptional customer experience.
Define Planning.
DDDAI
1. Define your objectives.
2. Determine where you stand in relation to objectives.
3. Develop premises regarding future conditions.
4. Analyze alternatives and make a plan.
5. Implement the plan and evaluate results.
Explain and list the five Benefits of Planning.
FACT
> Focus & Flexibility
> Action Orientation
> Coordination & Control
> Time Management
Explain Incremental Change
> Adjusting existing systems and practices through improvement
Ex. Tuning up the engine on a car
Explain Transformational Change
> Major and comprehensive redirection
Ex. Replacing an old car with a new
Explain Procedure.
> Plans that describe exactly what actions are to be taken in specific situations
Include plans that apply to one specific task or time period.
Explain Policy.
> Broad guidelines for making decisions and taking action in specific circumstances.
Explain Top Down vs. Bottom Up Change
TOP-DOWN:
> Change with the goal of improving organizational performance.
> Driven by top leadership.
> Made possible by: support of middle-level and lower-level workers.
BOTTOM-UP:
> The initiatives for change come from any and all parts of the organization, not just top management.
> Crucial for organizational innovation
> Made possible by: employee empowerment, employee involvement and employee participation
Explain Tactical Plan.
> Define what needs to be done in specific functions to implement strategic plans.
> Functional Plans
> Production Plans
> Facilities Plans
> Marketing Plans
> Human Resource Plans
Explain Performance Gap.
> A discrepancy between a desired and an actual state of affairs.
Explain Planned Change Process.
> Aligning the organization with anticipated future challenges.
> Activated by performance gaps.
Explain Co-opetition.
> The strategy of working with rivals on projects of mutual benefits.
Explain BCG Matrix.
> Ties strategy formulation to analysis of business opportunities according to…
INDUSTRY OR MARKET GROWTH RATE:
> Low vs high
MARKET SHARE:
> Low vs high
FOUR CATEGORIES:
DOGS:
> poor position; low growth industry
> Retrenchment strategy
QUESTION MARKS:
> poor position; growing industry
> growth or retrenchment strategy
CASH-COWS:
> Dominant position; low growth industry
> Stability or modest growth strategy
STARS:
> Dominant position; growing industry
> Growth strategy
Explain Flexible Budget.
> Resources can vary in proportion with levels of activity.
Explain Strategic Planning.
> set broad, comprehensive, and longer-term actions directions for the entire organization.
Explain Contingency Planning.
> Densifies alternative courses of action to take when things go wrong.
Explain downsizing.
> Decreases the size of operations.
Explain Clan Control.
> Influences behaviour through norms and expectations set by the organizational culture.
Explain External Control.
> Occurs through personal supervision and the use of formula administrative systems.
