First Exam Flashcards

1
Q

what is management?

A

getting work done through others

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2
Q

what is efficiency?

A

getting work down with minimum effort, expense, or waste

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3
Q

what is effectiveness?

A

accomplishing tasks that help fullfil organization objectives

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4
Q

what are the 4 functions of management?

A

planning, organization, leading, and controlling

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5
Q

what is planning?

A

determining organizational goals and and means for achieving them

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6
Q

what is organizing?

A

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.

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7
Q

what is leading?

A

inspiring and motivating workers to work hard to achieve organizational goals

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8
Q

what is controlling?

A

monitoring projects toward goal achievement and taking corrective action when needed

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9
Q

studies show that performing the management functions…

A

lead to better managerial performance

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10
Q

4 types of managers

A

top manager, middle manager, first line managers, and team leaders

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11
Q

what are top managers?

A

executives responsible for the overall direction of the organization

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12
Q

what are middle managers?

A

responsible for setting objectives consistent with top managements goals and for planning and implementing subunit strategies for achieving these objectives

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13
Q

what are front line managers?

A

responsible for training and supervising the performance of non managerial employees who are directly responsible for producing the products

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14
Q

what are team leaders?

A

managers responsible for facilitating team activities toward goal accomplishment

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15
Q

managers perform _______ roles in their job

A

interpersonal, informational, and decisional roles

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16
Q

what is a figurehead role?

A

the interpersonal role managers play when they perform ceremonial duties

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17
Q

what is a leader role?

A

the interpersonal role managers play when they motivate and encourage workers to objectives

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18
Q

what is a liaison role?

A

the interpersonal role managers play when they deal with people outside their units

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19
Q

what is a monitor role?

A

the informational role managers play when they scan their environment for information

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20
Q

what is a disseminator role?

A

the informational role managers play when when they share info with others in their departments or companies

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21
Q

what is a spokesman role?

A

the informational role manger play when they share info to people outside their departments or company

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22
Q

what is an entrepreneur role?

A

the decisional role managers play when they adapt themselves, their subordinates, and their units to change

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23
Q

what is a disturbance handler role?

A

the decisional role managers play when they respond to severe pressures and problems that demand immediate action

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24
Q

what is a resource allocation role?

A

the decision role managers play when they decide who gets what resources and in what amounts

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25
Q

what is a negotiator role?

A

the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises

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26
Q

companies do not want ____ managers

A

one dimensional

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27
Q

what are technical skills?

A

the specialized techniques, procedures, and knowledge to get the job done

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28
Q

what are human skills?

A

the ability to work well with others

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29
Q

what are conceptual skills?

A

the ability to see the organization as a whole, understand how different parts work, and recognize how the company fits into or is affected by its environment

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30
Q

what is motivation to manage?

A

an assessment of how enthusiastic employees are about managing the work of others

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31
Q

technical skills are most important for…

A

team leaders and lower level managers

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32
Q

human skills are most important for…

A

all levels

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33
Q

conceptual skills are most important for who…

A

up the rank, managers

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34
Q

5 most important mistakes made by managers

A

being abrasive and intimidating; being cold, aloof, or arrogant; betraying trust; being overly ambitious; and being unable to delegate, build a team, and staff efficiently

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35
Q

mangers often begin their roles as being…

A

formally authoritative and with less people management skills

36
Q

well managed companies are competitive because..

A

their workforces are smarter, better trained, more motivated, and more committed and have better sales, profits, revenue, stock, leads to satisfied employees

37
Q

planning definition

A

choosing a goal and developing a strategy to achieve that goal

38
Q

planning encourages…

A

employees to work harder, for extended period of times, to encourage behaviors directly related to goal accomplishment, and think of better ways of doing their jobs

39
Q

what is intensified effort?

A

people working harder

40
Q

what is persistence?

A

working for extended times

41
Q

what is directed behavior?

A

exchanging in behaviors directly related to goal making

42
Q

what are task strategies?

A

thinking of better ways to do jobs

43
Q

the 3 planning pitfalls

A

overly committed: slow to adapt to environmental changes; can create a false sense of security; can fail planners who are detached from the implementation of their plans

44
Q

what does SMART stand for?

A

specific, measurable, attainable, realistic, and timely

45
Q

5 steps to making a goal work

A
  1. SMART goals
  2. develop commitment to the goals
  3. develop action plans
  4. track progress by setting both proximal and distal goals and providing regal feedback
  5. painting flexibility by keeping options open
46
Q

proximal goals are…

A

short term goals or subgoals

47
Q

digital goals are..

A

long term or primary goals

48
Q

options based planning is…

A

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

49
Q

what is slack resource?

A

a cushion of extra resources that can be used with options-based planning to adapt to unanticipated changes, problems, or opportunities

50
Q

4 steps to making a plan

A
  1. SMART
  2. develop commitment
  3. develop effective action plan
  4. track progress,
  5. maintain flexibility
51
Q

what is an action plan?

A

specific plan

52
Q

proximal goals are…

A

short term and subgoals

53
Q

distal goals are…

A

long term and primary

54
Q

what is options-based planning?

A

mining flexibility by making small investments in alternative plans

55
Q

what plans are top managers responsible for?

A

strategic

56
Q

what are strategic plans?

A

plans for a company of the next 2-5 yrs

57
Q

what are strategic objectives?

A

more specific goals that unifies company efforts, stretches and challenges, and puts a time frame and end date

58
Q

why plans do middle managers create?

A

tactical plans

59
Q

what are tactical plans?

A

direct behavior efforts over the next 6 months to 2 years

60
Q

management by objective is…

A

a 4 step process which managers speak with employees to discuss and select goals, design tactical plans, and meet regularly to review progress\

61
Q

operational plans are…

A

day to day for producing for the next 30 days to 6 months

62
Q

six steps to rational decision making

A
  1. identify and define the problem
  2. defining the criteria used to judge the alternatives
  3. an absolute or relative comparison process is used to rate the importance of criteria
  4. generating many alternatives
  5. potential solutions are assessed by gathering info and assessing alternatives against criteria
  6. choose the alternative by computing weighted average HIGHEST
63
Q

absolute comparisons is a…

A

process in which each criteria is compared to standard

64
Q

maximize means…

A

choosing the best alternative

65
Q

satisfying means…

A

choosing a “good enough” alt

66
Q

group decision works best when…

A

group members encourage c-type conflict

67
Q

group decision works least when..

A

a conflict

68
Q

groupthink is…

A

a barrier to group decision making when the pressure causes all group member to agree

69
Q

C-type conflict (cognitive)

A

disagreement that focuses on problem and issue related differences of option

70
Q

A-type conflict (affective)

A

focuses on personal issues

71
Q

Delphi technique

A

pannel solutions

72
Q

nominal group decision

A

group members quite write down and share

73
Q

firms can use their resources to…

A

create completive advantage

74
Q

steps in strategy making process

A
  1. determine whether the strategy needs to be changed to sustain competitive advantage
  2. conduct SWOT analysis
  3. choosing a strategy
75
Q

competitive internal

A

a reluctance to change strategies that have been successful in the past

76
Q

SWOT analysis

A

assessment of strengths and weaknesses in an envirmont and opportunities and threats in external enviroemtn

77
Q

distinctive competence

A

what a company can make, do, or perform better than their competitors

78
Q

core capabilities

A

internal decision making, problemsoling, and organizational cultures that determine how quickly imputs can be turned into outputs

79
Q

strategic group

A

a group of companies within an industry against which top managers compare, evaluate, and benchmark strategic threats and opportunities

80
Q

when a performance is below strategic reference points…

A

risk-seeking strategies are more likely to be chosen

81
Q

BCG metric

A

portfolio strategy developed help managers decide haw to invest

82
Q

star company

A

has large share of a fast growing makret

83
Q

question mark company

A

small share of fast growing market

84
Q

cash cow

A

large share of slow growing market

85
Q

dog

A

small share of a slow growing market