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BA 100 Ch 2 > From importance Of The Eveloution Of Mgmt For Each Era > Flashcards

From importance Of The Eveloution Of Mgmt For Each Era Flashcards

1
Q
  • An era focused on decision making effectiveness
  • scientific methods and mathematics to improve organizational performance
  • made used of researches such as action research
A

Management Science

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2
Q

Used to solve organizational problems such the ones used in the hospitality industry
Ex: diagnostics, interventions, & assessment

A

Action research

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3
Q
  • An era with behavioral science approach
  • focuses on human action and its impact on organization’s success
  • driven by psychologists
A

Human Relations Movement

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4
Q
  • An era that considers leaders, followers, and the environment as variables for making decisions
  • Situation (environment) influences management behavior
A

Human Resource Management/Situational Leadership

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5
Q
  • an era that Views the organization as an entity consisting of interdependent relationships with internal and external subsystem
  • wholeness / “big picture”
  • parts of the organization are subsystems of a larger system
A

Systems Management

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6
Q

What are the Evolution of Management and differentiate the

A

Scientific Management - determine the most effective method for performing tasks

Management Science - making use of research

Human Relations - HR skills that enhance productivity

Human Resource Mgmt / Situational Leadership - influences management behavior

Systems Management - subsystems require a larger system: wholeness / “big picture”

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7
Q

Differentiate Service to Servitude

A

Service - wanting to serve the recipient

Servitude - help others so they’ll help you back

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8
Q

Are responsible for achieving organizational activities through activities of others

A

Managers

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9
Q

The right to perform or delegate

A

Authority

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10
Q

Right to direct operational activities that generate products/services

A

Line Authority

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11
Q

Right to advice members

A

Staff Authority

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12
Q

Performance with regards to authority and living up to the levels of responsibility

A

Accountability

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13
Q

Compares actual performance to established standards of performance

A

Performance Appraisal

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14
Q

Process of assigning both authority and responsibility to individuals within the organization

A

Delegation

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15
Q

Group interactions

A

Group Dynamics

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16
Q

2 types of group dynamics, differentiate

A

Formal - established by the organization

Informal - groups developed w/o organization design

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17
Q

Groups that accomplish non routine task/projects

A

Task force

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18
Q

Groups that is formed to make decision concerning policy issues

A

Committee

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19
Q

Oversee activities concerning projects

A

Steering

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20
Q

Develop codes of ethics

A

Ethics

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21
Q

Phenomenon when a group begins to believe it is invincible and members stop questioning processes and decisions

A

Groupthink

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22
Q

Group of individuals who orchestrate activities that yields outcomes greater than the sum of parts

A

Team

23
Q

The only reason for developing team; each person performing the right function at the right time

A

Synergy

24
Q

What are the stages of development of formal groups

A

Acceptance
Communication
Solidarity
Control

25
Q

Getting to know each other

A

Acceptance

26
Q

Familiarity with each other through group decision-making activities

A

Communication

27
Q

Individuals are comfortable in respective group roles

A

Solidarity

28
Q

Group becomes a more cohesive unit

A

Control

29
Q
  • brought together through the org and develop friendship and affiliations
  • formed by a common interest level
  • healthy for organization by adding a social component to the workplace
A

Informal groups

30
Q

Stages of development if informal groups, and explain each step

A

Forming - members are brought together
Storming - conflict arises
Norming - members assimilate in certain roles as part of the team
Performing - readiness to perform
Adjourning - groups will eventually break

31
Q

Is the shared values, attitudes, and beliefs within the organization

A

Corporate Culture

32
Q

Are not written but understood and agreed to in the subconscious manner

A

Cultural values

33
Q

Are symptoms of corporate culture

A

Symbol

34
Q

Give examples of symbols

A

Dress, pins, plaques, trophies, banners, etc

35
Q

Are those relate to position within the organization

A

Status symbols

36
Q

Examples of status symbols

A

Office layout and furniture

Preferred parking spaces

37
Q

Corporate culture is developed and maintained by what?

A

History and traditions of the organization

38
Q

Gives us a clue concerning the culture such as location, layout, furnishing, neatness, signage, etc

A

Physical environment of a property

39
Q

Essence of who the person is; core philosophies; formed during childhood and adolescent development

A

Values

40
Q

Convictions that arise from past experience compared with our value system

A

Beliefs

41
Q

Are directly related to current experiences and are subject to change

A

Attitudes

42
Q

Way which one acts or conducts its oneself especially towards others

A

Behavior

43
Q

Every behavior begin as a what?

A

Thought or an instinct

44
Q

The thought is converted into what? Which causes the behvaior

A

Intentionality

45
Q

Is the gap that causes action, which is equal to behavior

A

Intention

46
Q

Are conducted by HR to gauge employee morale

A

Attitude survey

47
Q

Requires professional intervention

A

Morale problems

48
Q

What are the components under a Corporate Culture

A 
Symbols
Traditions
Culture
Physical Environment
Values
49
Q

Managers are responsible for the following

A
  1. Shareholders
  2. Customers
  3. Employees
  4. Community
50
Q

Gearing towards proactive members

A

Paradigm Shifts

51
Q

What are the barriers of Managerial Communication

A

Macrobarriers (information overload, complexity of the environment)
Microbarriers (attitude, perception)

52
Q

Mose used and least taught

A

Active listening

53
Q

What are the Managerial Communication Directional Flows?

A

Upward
Downward
Lateral
Diagonal

BA 100 Ch 2 (1 decks)

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