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Business Fashion Practices > FBP C7 - Management and Leadership > Flashcards

FBP C7 - Management and Leadership Flashcards

1
Q

What does management look like today?

A

Typically, managers are known to tell people what to do, watching over the, reprimanding them yet today managers are more progressive. Today they emphasize team building and open communication work areas. They tend to support, guide, train them instead of telling them what to do.

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2
Q

What reasons can you give to account for changes in management?

A

Leaders today are younger, more females and fewer educated at elite universities. They know that many of their employees known more about technology therefore they put more emphasis on teamwork and motivation.

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3
Q

Management

A

process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources

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4
Q

What are the functions of management?

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
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5
Q

Planning

A

anticipating trend, determining the best strategies / tactics to achieve goals and objectives

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6
Q

Organizing

A

designing the structure of the organization, creating systems where everyone and everything works together to achieve goals and objectives

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7
Q

Leading

A

creating a vision for the organization and communicating, guiding, training, coaching other to achieve goals and objectives

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8
Q

Controlling

A

measuring whether what actually occurs meets the organizations goals.

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9
Q

Vision

A

An encompassing explanation of why the organization exists and where it is trying to go

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10
Q

Goals

A

are broad, long term achievements that organizations aim to accomplish

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11
Q

Objectives

A

are specific, short term plans made to help reach the goals

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12
Q

What is a SWOT Analysis?

A
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats
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13
Q

Strategic planning

A

is broad, long range planning that outlines the goals of the organization

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14
Q

Tactical planning

A

specific, short term planning that lists organizational objectives

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15
Q

Operational planning

A

is part of tactical planning and sets specific timetables and standards

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16
Q

Contingency planning

A

is developing an alternative set of plans in case the first set doesn’t work out

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17
Q

The steps involved in decision making:

A

1) Define the situation
2) Describe and collect needed information
3) Develop alternatives
4) Decide which alternative is best
5) Do what is indicated (being implementation)
6) Determine whether the decision was a good one and follow up

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18
Q

Decision making

A

Choosing among two or more alternatives.

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19
Q

What are the 3 levels of management in the corporate hierarchy?

A
  1. Top management
    (Highest level consisting of the president and other key company executives who develop strategic plans
  2. Middle management
    General managers, division managers, and plant managers whoa re responsible for tactical planning and controlling
  3. Supervisory Management
    First line managers / supervisors who evaluate workers daily performance
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20
Q
  1. Top management
A

(Highest level consisting of the president and other key company executives who develop strategic plans

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21
Q
  1. Middle management
A

General managers, division managers, and plant managers whoa re responsible for tactical planning and controlling

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22
Q
  1. Supervisory Management
A

First line managers / supervisors who evaluate workers daily performance

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23
Q

What skills do managers need?

Managers must have three categories of skills:

A
  1. Technical skills - (ability to perform specific tasks such as selling products or developing software)
  2. Human relations skills – ability to communicate and motivate
  3. Conceptual skills – ability to see organizations as a whole and how all the parts fit together
24
Q

Technical skills

A

(ability to perform specific tasks such as selling products or developing software)

25
Q

Human relations skills

A

ability to communicate and motivate

26
Q

Conceptual skills

A

ability to see organizations as a whole and how all the parts fit together

27
Q

Are these skills equally important at all management levels?

A

Managers at different levels need different skills. Top managers reley on human relations and conceptual skills and rarely use technical skills. First line supervisors need strong technical and human relation skills but use conceptual skills less often. Middle managers need to have a balance of all three skills

28
Q

Staffing

A

is recruiting, hiring, motivating and retaining the best people available to accomplish the companies’ objectives

29
Q

Manager

A

they plan, organize, and control functions within a organization.

30
Q

Leader

A

has a vision and inspires others to grasp that vision, establishes cooperate values, emphasizes cooperate ethics and doesn’t fear change.

31
Q

Explain the differences between leaders and managers and describe the various leadership styles:

A

Autocratic
Participative / democratic
Free rein

32
Q

Autocratic

A

Leadership tyle that involves making managerial decisions without consulting others

33
Q

Participative / democratic

A

leadership style in which members of the group take more participative role in decision making

34
Q

Free rein

A

leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives

35
Q

Which leadership style is the best?

A

The most effective leadership style depends on the people being led and the situation. The challenge of the future will be to empower self-managed teams.

36
Q

Empowerment

A

giving employees the authority and responsibility to respond quickly to customer requests,

37
Q

Enabling

A

giving workers the education and tools they need to assume their new decision-making powers

38
Q

Knowledge management

A

finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm.

39
Q

What are the 5 steps of the control function?

A

1) Setting clear standards
2) Monitoring and recording performance
3) Comparing performance with plans and standards
4) Communicating results and deviations to employees
5) Providing positive feedback for a job well done and taking corrective action if necessary

40
Q

What qualities must standards possess to measure performance results?

A
  • Specific
  • Attainable
  • Measurable
41
Q

Brainstorming

A

Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.

42
Q

Conceptual skills

A
  • Skills that involve the ability to picture the organization as a whole and the relationships among its various parts.
43
Q

Contingency planning

A

The process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives.

44
Q

Controlling

A

A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not.

45
Q

Decision making

A

Choosing among two or more alternatives.

46
Q

External customers

A

Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use.

47
Q

Internal customers

A

Individuals and units within the firm that receive services from other individuals or units.

48
Q

Mission statement

A

An outline of the fundamental purposes of an organization.

49
Q

Vision

A

An encompassing explanation of why the organization exists and where it is trying to go

50
Q

Transparency

A

The presentation of a company’s facts and figures in a way that is clear and apparent to all stakeholders.

51
Q

The process used to acomplish organizational goals through planning, organizationg, leading and controlling organizational resources is ____

A

management

52
Q

the part of the management function of organizing that ncludes hiring, motivating and retaining the best people is

A

Staffing

53
Q

The differance between leaders and mnagers is that ___ establish a vision and coperate values, while __ carry out the vision

A

leaders

managers

54
Q

The ___ function measures preformance relative to the planned objectives and standards, rewards people for the work well done and takes corrective acton

A

contol

55
Q

The tasks of knowledge mangers include

A
  • making information known to employees in the organization
  • Keeping information in a readily accessable place
  • Finding the right information
56
Q

giving workers explicit instructions to meet the goals and objectives of the organization is ___

A

directing

Business Fashion Practices (12 decks)

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