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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
what is a negotiator role?
the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises
26
companies do not want ____ managers
one dimensional
27
what are technical skills?
the specialized techniques, procedures, and knowledge to get the job done
28
what are human skills?
the ability to work well with others
29
what are conceptual skills?
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
30
what is motivation to manage?
an assessment of how enthusiastic employees are about managing the work of others
31
technical skills are most important for...
team leaders and lower level managers
32
human skills are most important for...
all levels
33
conceptual skills are most important for who...
up the rank, managers
34
5 most important mistakes made by managers
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
35
mangers often begin their roles as being...
formally authoritative and with less people management skills
36
well managed companies are competitive because..
their workforces are smarter, better trained, more motivated, and more committed and have better sales, profits, revenue, stock, leads to satisfied employees
37
planning definition
choosing a goal and developing a strategy to achieve that goal
38
planning encourages...
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
what is intensified effort?
people working harder
40
what is persistence?
working for extended times
41
what is directed behavior?
exchanging in behaviors directly related to goal making
42
what are task strategies?
thinking of better ways to do jobs
43
the 3 planning pitfalls
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
what does SMART stand for?
specific, measurable, attainable, realistic, and timely
45
5 steps to making a goal work
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
proximal goals are...
short term goals or subgoals
47
digital goals are..
long term or primary goals
48
options based planning is...
maintaining planning flexibility by making small, simultaneous investments in many alternative plans
49
what is slack resource?
a cushion of extra resources that can be used with options-based planning to adapt to unanticipated changes, problems, or opportunities
50
4 steps to making a plan
1. SMART 2. develop commitment 3. develop effective action plan 4. track progress, 5. maintain flexibility
51
what is an action plan?
specific plan
52
proximal goals are...
short term and subgoals
53
distal goals are...
long term and primary
54
what is options-based planning?
mining flexibility by making small investments in alternative plans
55
what plans are top managers responsible for?
strategic
56
what are strategic plans?
plans for a company of the next 2-5 yrs
57
what are strategic objectives?
more specific goals that unifies company efforts, stretches and challenges, and puts a time frame and end date
58
why plans do middle managers create?
tactical plans
59
what are tactical plans?
direct behavior efforts over the next 6 months to 2 years
60
management by objective is...
a 4 step process which managers speak with employees to discuss and select goals, design tactical plans, and meet regularly to review progress\
61
operational plans are...
day to day for producing for the next 30 days to 6 months
62
six steps to rational decision making
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
absolute comparisons is a...
process in which each criteria is compared to standard
64
maximize means...
choosing the best alternative
65
satisfying means...
choosing a "good enough" alt
66
group decision works best when...
group members encourage c-type conflict
67
group decision works least when..
a conflict
68
groupthink is...
a barrier to group decision making when the pressure causes all group member to agree
69
C-type conflict (cognitive)
disagreement that focuses on problem and issue related differences of option
70
A-type conflict (affective)
focuses on personal issues
71
Delphi technique
pannel solutions
72
nominal group decision
group members quite write down and share
73
firms can use their resources to...
create completive advantage
74
steps in strategy making process
1. determine whether the strategy needs to be changed to sustain competitive advantage 2. conduct SWOT analysis 3. choosing a strategy
75
competitive internal
a reluctance to change strategies that have been successful in the past
76
SWOT analysis
assessment of strengths and weaknesses in an envirmont and opportunities and threats in external enviroemtn
77
distinctive competence
what a company can make, do, or perform better than their competitors
78
core capabilities
internal decision making, problemsoling, and organizational cultures that determine how quickly imputs can be turned into outputs
79
strategic group
a group of companies within an industry against which top managers compare, evaluate, and benchmark strategic threats and opportunities
80
when a performance is below strategic reference points...
risk-seeking strategies are more likely to be chosen
81
BCG metric
portfolio strategy developed help managers decide haw to invest
82
star company
has large share of a fast growing makret
83
question mark company
small share of fast growing market
84
cash cow
large share of slow growing market
85
dog
small share of a slow growing market

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