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IENG 55 (MIDTERMS) > Function Of Management > Flashcards

Function Of Management Flashcards

1
Q

Provides a methodical way of achieving desired results.

A

Plan

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2
Q

Serves as a useful guide in the implementation of activities

A

Plan

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3
Q

Involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives

A

Planning

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4
Q

Selection and sequential ordering of tasks required to achieve an organizational goal

A

Planning

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5
Q

Is deciding what will be done, who will do it, where, when and how it will be done.

A

Planning

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6
Q

Various Management Levels

A
  1. Top Management Level
  2. Middle Management Level
  3. lower Management Level
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7
Q

Refers to the process of determining major goals of the organization and the policies and strategies for obtaining and using resources achieving these goal

A

Strategic Planning

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8
Q

Refers to the process the contributions that sub units can make with allocated resources.

A

Intermediate Planning

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9
Q

Refers to the process of determining how specific tasks can be best accomplished on time with available resources

A

Operational Planning

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10
Q

The Planning Process

A

• Setting Goals
• Developing Strategies or Tactics
• Determining Resources Needed
• Setting Standards

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11
Q

Providing a sense of Direction to firm

A

Setting Goals

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12
Q

After determining the goals, the next step is to devise some means to realize them

A

Developing strategies or Tactics

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13
Q

The plan of action that seeks to achieve an overall goal.

Can be considered as the general direction that one intend to take with the goal

A

Strategy

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14
Q

Defines how the business is going to prioritize different steps in carrying out a specific strategy.

The specific actions that will be taken in implementing the strategy

A

Tactic

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15
Q

Basis on Scheduling & Prioritizing Activities

A
  1. Pre-requisites
  2. Degree of Importance
  3. Deadline
  4. Availability of Interested Parties
  5. Availability of Resources
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16
Q

If other activities are only possible to get started once the previous or precedent activity is already implemented

A

Pre-requisites

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17
Q

The effect or outcomes of the activity once executed

A

Degree of Importance

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18
Q

Activity with the nearest deadline comes first

A

Deadline

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19
Q

If the activity is cross-functional and completion is not possible without the presence of the interested parties, determining the schedule that will fit each of the interested parties availability is necessary

A

Availability of Interested Parties

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20
Q

If material availability is a constraint, resequencing of activities if possible can be considered

A

Availability of Resources

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21
Q

When particular sets of strategies or tactics have been devised, the engineer management will determine the human and nonhuman resources required by such strategies tactics

The quality and quantity of resources needed must be correctly determined

A

Determining Resources Needed

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22
Q

Examples of Resources

A

•Machineries, tools, Equipment
• Raw Materials
• Utility & Office Supplies
• Manpower

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23
Q

Examples of Standards

A

•Basic Standards
•Product Specification Standards
•Process Standards
•Code of Conduct
•Management System Standards

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24
Q

Fundamental standards for weights and measures

A

Basic Standards

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25
Q

Standards for the physical, chemical, electrical, technical and mechanical characteristics of products and materials

A

Product Specification Standards

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26
Q

Series of actions or operations used in making a product and provide the methodology to perform these processes in a consistent way

A

Process Standards

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27
Q

Collections of mandatory standards that have been codified by government authorities and become law

A

Code of Conduct

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28
Q

Requirements that can be applied to any organization, regardless of the product it makes or the service it performs

A

Management System Standards

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29
Q

Functional Area Plans

A

•Marketing Plan
•Production Plan
•Financial Plan
•Human Resources Management Plan

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30
Q

Plan for marketing activities related to a particular marketing strategy

A

Marketing Plan

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31
Q

States the quantity of output of a company must produce in broad terms and by product family

A

Production Plan

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32
Q

Summarizes the current financial situation of the firm, analyses financial needs and recommends direction for financial activities.

A

Financial Plan

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33
Q

Detailed human resources requirements in terms of quantity and quality based on the requirements of the company’s strategic plan

A

Human Resources Management Plan

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34
Q

Types of Plans

A
  1. Functional Area Plans
  2. Plans with time Horizon
  3. Plans According to Frequency of Use
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35
Q

Plans intended to cover a period of less than 1 year

A

Short Range Plans

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36
Q

Plans covering a time span of more than 1 year

A

Long Range Plans

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37
Q

Plans that are used again and again, and they focus on managerial situations that recur repeatedly

A

Standing Plans

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38
Q

Broad guidelines to aid managers and every level in making decisions about recurring situations or function

A

Policies

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39
Q

Plans that describe the exact series of actions to be taken in a given situation

A

Procedures

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40
Q

They are statements that either require or forbid a certain action

A

Rules

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41
Q

Plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

A

Single use plans

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42
Q

Plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from

A

Budgets

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43
Q

Designed to coordinate a large set of activities

A

Programs

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44
Q

Usually more limited in scope than a program and is sometimes prepared to support a program

A

Projects

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45
Q

Making Planning Effective

A

• Recognize the Planning Barrier
• Use of Aids to Planning

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46
Q

Planning Barriers

A

• Manager’s inability to plan
• Improper planning process
• Improper information
• Lack of commitment to the planning process
• concentrating on only the controllable variables

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47
Q

Aids to Planning

A

•Gather as much information as possible
•Develop multiple sources of information
•Involve others in the planning process

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48
Q

Structure of resources and activities to accomplish objectives in an efficient and effective manner

A

Organizing

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49
Q

Process of identifying and grouping of the works to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most efficiently.

A

Organizing

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50
Q

Arrangement of relationship of positions within an organization

A

Structure

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51
Q

The structure that details lines of responsibilities, authority and position

A

Formal Organization

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52
Q

Diagram of the organization’s official positions and formal lines of authority.

A

Organization Charts

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53
Q

Provides written descriptions of authority relationships, details the functions of major organizational units, and described job procedures

A

Organizational manual

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54
Q

Describes personnel activities and company policies

A

Policy Manuals

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55
Q

Types of Organizational Structure

A
  1. Vertical/Tall Organizational Structure
  2. Horizontal/Flat Organizational Structure
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56
Q

Usually used in large, traditional companies

A

Vertical/Tall Organizational Structure

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57
Q

Involves self managing teams that set their own goals and make their own decisions. Organized by process instead of function and is customer-oriented.

A

Horizontal/Flat Organizational Structure

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58
Q

Allocating Authority

A

•Authority
•Hierarchy of Authority
•Span of Control

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59
Q

The power to hold people accountable for their actions and to make decisions concerning the use of Organizational resources

A

Authority

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60
Q

An organization’s chain of command, specifying the relative authority of each manager

A

Hierarchy of Authority

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61
Q

Refers to the number of workers a manager manages

A

Span of Control

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62
Q

Fundamental Concept of Organizing

A

• Differentiation
• Integration

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63
Q

An organization is composed of units that work on specialized tasks using different work methods and requiring employees with unique competencies

A

Differentiation

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64
Q

Various unit must be put back together so that work is coordinated

A

Integration

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65
Q

Nature of Organizing

A
  1. Group of Persons
  2. Common Objectives
  3. Division of Work
  4. Cooperative Efforts
  5. Communication
  6. Central Authority
  7. Rules & Regulations
  8. Dynamic Element
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66
Q

Group of people working together to achieve common objectives

A

Group of Persons

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67
Q

Basis of cooperation among members to conquer personal interests

A

Common Objectives

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68
Q

Total task is divided into members of the group.

Is necessary not only because one individual cannot do all the work but specialization results in efficiency and effectiveness

A

Division of Work

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69
Q

When members of an organization are willing to help each other for the achievement of desired goals.

A

Cooperative Efforts

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70
Q

People who form a organization communicates with each other in order to integrate or coordinate their efforts

A

Communication

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71
Q

Authority which controls the concerted effort of the group

A

Central Authority

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72
Q

Laid down and enforced by central authority for the orderly and systematic working of members

A

Rules & Regulations

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73
Q

An organization is not a mere mechanical structure but living organism arising out of sentiments, attitudes and behaviour of people.

A

Dynamic Element

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74
Q

4 Steps in Organizing

A
  1. Identification of Activities
  2. Grouping of Activities
  3. Delegation of Authority
  4. Assignment of Duties
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75
Q

Determining the tasks that must be performed to achieve the established objectives

A

Identification of Activities

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76
Q

Various activities are grouped into departments or divisions according to similarity and common purpose

A

Grouping of Activities

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77
Q

Every individual must know to whom he is accountable and who are his subordinates

A

Delegation of Authority

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78
Q

Group of activities are the alloted to different positions.

A

Assignment of Duties

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79
Q

Importance of Organizing

A
  1. Facilities Administration
  2. Encourages Growth and Diversification
  3. Optimum Use of expertise
  4. Stimulates Innovation & Technology
  5. Encourages Good Human Relations
  6. Ensures Continuity of Enterprise
  7. Coordination
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80
Q

Providing a framework of coordination and control

A

Facilities Administration

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81
Q

Systematic division of work and consistent delegation of authority facilities taking up of new activities and meeting new demands

A

Encourages Growth & Diversification

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82
Q

Appropriate knowledge, skills and experience are utilized in order to facilitate efficient execution of activities

A

Optimum Use of Expertise

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83
Q

High quality of their performance is achieved bigger idea are obtained

A

Stimulates Innovation & Technology

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84
Q

Assignment of right jobs to right person improves job satisfaction and interpersonal relations

A

Encourages Good Human Relations

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85
Q

It provide avenues for development and promotions through delegation and decentralization

A

Ensures Continuity of Enterprise

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86
Q

Clear channels of communication among the members of the organization leads to coordination

A

Coordination

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87
Q

Importance of Staffing

A

• Helps find out effective workforce

• Improves organization’s performance & productivity

• Facilitates in identifying future staffing requirements

• Ensures continual survival and growth of the organization

• Ensures training and development of the employees

• Develops personnel to take up managerial position in the organization

• Increase employee morale and job satisfaction

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88
Q

Process of Staffing

A

• Manpower Planning
• Recruitment
• Selection

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89
Q

The process of forecasting the firm’s future demand for and supply of competent workforce

A

Manpower Planning

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90
Q

Entails seeking, stimulating and obtaining as many applications as possible from the eligible and competent candidates

A

Recruitment

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91
Q

Decisive step of the staffing process, which involves differentiating between applicants, so as to identify and choose the candidate who best fulfils the qualifications and requirements of the vacant position

A

Selection

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92
Q

Ways of Determining The Qualifications of A Job Candidate

A
  1. Application Blanks
  2. References
  3. Interviews
  4. Testing
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93
Q

Provides information about a person’s characteristics

A

Application Blanks

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94
Q

Statements may provide some vital information on the character of the applicant

A

References

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95
Q

Information may be gathered in an interview by asking a series of relevant questions to the job candidates

A

Interviews

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96
Q

This involves an evaluation of the future behaviour or performance of an individual

A

Testing

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97
Q

Types of Interview

A
  1. Preliminary Interview
  2. Employment Interview
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98
Q

The purpose of this interview is to scrutinized the applicants, elimination of unqualified applications

A

Preliminary Interview

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99
Q

Means for the employer to determine deeper technical skills and knowledge of the employee, usually in line with the activities of the open position

A

Employment Interview

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100
Q

Standard measure of a sample behaviour

A

Psychological Tests

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101
Q

Types of Psychological Tests

A
  1. Aptitude Test
  2. Performance Test
  3. Personality Test
  4. Interest Test
  5. Physical Examination
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102
Q

Person’s capacity or potential ability to learn

A

Aptitude Test

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103
Q

Person’s current knowledge of a subject

A

Performance Test

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104
Q

Personality traits as dominance, sociability and conformity

A

Personality Test

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105
Q

Person’s interest in various field of work

A

Interest Test

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106
Q

A type of test given to assess the physical health of an applicant.

A

Physical Examination

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107
Q

Allocating of rank and responsibility to selected candidate

A

Placement

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108
Q

Provide the new employee with the information they require for functioning comfortably and efficiently in an organization

A

Orientation & Induction

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109
Q

Acquire specific skills. Development implies learning opportunities, designed by the organization to ensure the growth of employees

A

Training & Development

110
Q

2 General Types of Training Program

A
  1. Training programs for non-managers
  2. Training and educational programs for executives
111
Q

Training Programs for Non-managers

A
  1. On-the-job Training
  2. Vestibule School
  3. Special Courses
112
Q

Where the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer

A

On-the-job Training

113
Q

Where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials and time constraints are present.

A

Vestibule School

114
Q

Are those taken which provide more emphasis on education rather than training

A

Special Courses

115
Q

Training Programs for Managers

A
  1. Case Studies
  2. On-the-job Experience
  3. Coaching
  4. Understudy
116
Q

This method present actual situations on organizations and enable one to examine successful and unsuccessful operations

A

Case Study

117
Q

This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job

A

On-the-job Experience

118
Q

This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism

A

Coaching

119
Q

A manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself

A

Understudy

120
Q

Rational assessment and evaluation of employees performance against clear-cut benchmarks

A

Performance Appraisal

121
Q

Ways of Appraising Performance

A
  1. Rating Scale Method
  2. Essay Method
  3. Management By Objectives Method
  4. Assessment Centre Method
  5. Checklist Method
  6. Work Standards Method
  7. Ranking Method
  8. Critical-Incident Method
122
Q

Where each trait or characteristic to be rated is represented by a line or scale

A

Rating Scale Method

123
Q

Where the evaluator composes statements that best describe the person evaluated.

A

Essay Method

124
Q

Where specific goals are set collaboratively for the organization as a whole, for various sub units, and for each individual member

A

Management By Objectives Method

125
Q

Where one is evaluated by persons other than immediate superior.

A

Assessment Centre Method

126
Q

Where the evaluator checks statements on a list that are deemed to characterize an employee’s behaviour or Performance

A

Checklist Method

127
Q

Where standards are set for the realistic worker output and later on used in evaluating the performance of nonmanagerial employees

A

Work Standards Method

128
Q

Where each evaluator arranges employees in rank order

A

Ranking Method

129
Q

Where the evaluator recalls and write down specific incidents that indicate the employees performance.

A

Critical Incident Method

130
Q

Is a process in which the individual understand and learns new skills and interests and use them for the betterment of the organization and self

A

Career Management

131
Q

Refers to the consideration which an individual gains, in return for his/her contribution to the organization

A

Compensation

132
Q

These are given to employees whose performance is at far or above standard requirements

A

Monetary Rewards

133
Q

This refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition

A

Promotion

134
Q

This is the movement of a person to a different job at the same or similar level of responsibility in the organization

A

Transfer

135
Q

This is a movement from one position to another which has less pay or responsibility attached to it.

A

Demotion

136
Q

A voluntary or involuntary termination of an employee

A

Separation

137
Q

Involves obtaining, utilizing and retaining, qualified and competent personnel to fill all positions of an organization from top to operative level

A

Staffing

138
Q

Is the process that ensures the proper number of employees, right skills for the job, at the right time to achieve organizational objectives

A

Staffing

139
Q

Giving employees reasons or incentives to work to achieve organizational objectives

A

Motivating

140
Q

Process of activating behavior, sustaining it and directing it toward a particular goal

A

Motivating

141
Q

Factors Contributing to Motivation

A

• Willingness to do a job
• Self-confidence in carrying out task
• Needs Satisfaction

142
Q

Motivation Process

A

•Need
•Drives (Motives)
•Incentives

143
Q

A physiological or psychological imbalance leads to creation of need

A

Need

144
Q

Propel individuals to attain their goals or satisfy their need

A

Drives (Motives)

145
Q

Anything that can mitigate a need and decrease the intensity of a drive

A

Incentives

146
Q

Types of Motivation

A
  1. Intrinsic Motivation
  2. Extrinsic Motivation
147
Q

Geared towards internal rewards and reinforcers.

A

Intrinsic Motivation

148
Q

Geared towards external rewards and reinforcer’s

A

Extrinsic Motivation

149
Q

Theories of Motivation

A
  1. Maslow’s needs hierarchy theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Goal setting theory
150
Q

Was the father od humanistic psychology and creator of Maslow’s Hierarchy of needs theory

A

Abraham Maslow

151
Q

Indicates the needs and all this needs are arranged in hierarchy. Once one level is satisfied, the next level will emerge

A

Maslow’s Hierarchy of Needs Theory

152
Q

A behavioural scientist who proposed two-factor theory

A

Frederick Herzberg

153
Q

That job satisfaction and job dissatisfaction act independently of each other

A

Herzberg’s two-factor theory

154
Q

A business school professor, developed first the Expectancy theory

A

Victor Vroom

155
Q

States that the workers will only act when they have a reasonable expectation that their work will lead to the desired outcomes

A

Expectancy Theory

156
Q

An American psychologist who developed goal-setting theory with Garry Latham

A

Edwin Locke

157
Q

States that goal setting js essentially linked to task performance

It states that a specific and challenging goals along with appropriate feedback contribute to a higher and better task performance.

A

Goal Setting Theory

158
Q

Techniques of Motivation

A
  1. Motivation through Job Design
  2. Motivation Through Rewards
  3. Motivation Through employee Participation
  4. Other Motivation Techniques for diverse workforce
159
Q

Specifying the tasks that constitute a job for an individual or a group

A

Job Design

160
Q

Done in order to prevent worker dissatisfaction due to routine and repetitive tasks.

A

Fitting People to Jobs

161
Q

Instead of changing the person, management may consider changing the job

A

Fitting Jobs to People

162
Q

Two or more specialized task in a work flow sequence is combined into a single job

A

Job Enlargement

163
Q

Efforts are made to make jobs more interesting, challenging and rewarding

A

Job Enrichment

164
Q

Motivation Through Employee Participation

A

• Setting Goals

• Making Decisions

• Solving Problems

• Designing and Implementing Organizational Changes

165
Q

A group of three to ten employees usually doing related work, who meet at regular intervals to identify problems and discuss their solutions

A

Quality Control Circles (QCC)

166
Q

Known as autonomous work groups or high performance teams, self managed teams “take on traditional managerial tasks as part of their normal work routine

A

Self-Managed Teams

167
Q

Other Motivation Techniques

A

•Flexible Work Schedules
•Family Support Services
•Sabbaticals

168
Q

Allows employees to determine their own arrival and departure times within specified limits

A

Flexible Work Schedules

169
Q

Progressive companies provide day care facilities for children of employees

A

Family Support Services

170
Q

The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations and travels

A

Sabbaticals

171
Q

Process of sharing information through symbols, including words and messages

A

Communication

172
Q

Information is exchanged between two or more people

A

Communication

173
Q

Some Benefits of Effective Communication

A

• Provides Clarity
• Builds Relationships
• Create Commitment
• Defines Expectations

174
Q

Making roles, responsibilities and relationships clear gives everyone the information they need to do their jobs and to understand their contributions to the organization

A

Provides Clarity

175
Q

In a trusting and collaborative culture, people are more likely to seek help with problems and to suggest solutions and improvements

A

Builds Relationships

176
Q

When employees feel like they are valued in the organization, they will likely be more engaged and motivated. Effective communication creates support and commitment

A

Creates Commitment

177
Q

When expectations and standards are clear, employees know what they need to do to get a positive review and the benefits that some with it

A

Defines Expectations

178
Q

Communication Process

A
  1. Develop an Idea
  2. Encode
  3. Transmit
  4. Receive
  5. Decode
  6. Accept
  7. Use
  8. Provide Feedback
179
Q

The idea to be conveyed must be useful or of some value

A

Develop an Idea

180
Q

Convey the idea into words illustration, figures, or other symbols suitable for transmission

A

Encode

181
Q

The communication channel must be free if barriers or interference sometimes.

A

Noise

182
Q

Transmission through the use of an appropriate communication channel

A

Transmit

183
Q

Actual receiving of the message by the intended receiver

A

Receive

184
Q

Translating the message from the sender into a form that will have meaning to the recipient

A

Decode

185
Q

Receiver accepts or rejects the message

A

Accept

186
Q

If the message provides information of importance to a relevant activity, then the receiver could store it and retrieve it when required

A

Use

187
Q

Receiver provides feedback to the sender

A

Provide Feedback

188
Q

Forms of Communication

A

• Verbal Communication
• Non Verbal Communication

189
Q

Those transmitted through hearing or sight

A

Verbal Communication

190
Q

Hearing the words of the sender

A

Oral Communication

191
Q

Sender seeks to communicate through the written words

A

Written Communication

192
Q

Conveying message through body language, as well as the use of time, space, touch, clothing, appearance and the aesthetics elements

A

Non Verbal Communication

193
Q

Barrier to Communication

A

• Personal Barriers
• Physical Barriers
•Semantic Barriers

194
Q

Hindrances to effective communication arising from a communicator’s characteristics as a person.

A

Personal Barriers

195
Q

Refers to interferences to effective communication occuring in the environment where the communication is undertaken

A

Physical Barriers

196
Q

When the message is misunderstood even though it is received exactly as transmitted

A

Semantic Barriers

197
Q

Overcoming Barriers to Communication

A

• USE FEEDBACK to facilitate understanding and increase the potential for appropriate action

• REPEAT MESSAGES in order to provide assurance that they are properly received

• USE MULTIPLE CHANNELS so that accuracy of the information may be enhanced

•USE SIMPLIFIED LANGUAGE that is easily understandable and which eliminates the possibility of people getting mixed up with meanings

198
Q

Techniques For Communicating in Organizations

A

• Downward Communication
• Upward Communication
• Horizontal Communication
• Diagonal Communication
• External Communication

199
Q

Refers to message flow from higher levels of authority to lower level

A

Downward Communication

200
Q

Refers to messages from persons in lower level positions to persons in higher positions

A

Upward Communication

201
Q

Refers to messages sent to individuals or groups from another of the same organizational level or position

A

Horizontal Communication

202
Q

Communication that takes place between a manager and employees of other workgroups

A

Diagonal Communication

203
Q

Communication that takes place between a manager and external groups

A

External Communication

204
Q

A management function which involves influencing others to engage in the worm behaviours necessary to reach organizational goals

A

Leading

205
Q

Influence of a leader over his followers

A

Power

206
Q

The power or rights to give orders, make decisions, and enforce obedience

A

Authority

207
Q

The Role of Power in Leadership

A

• Reward Power
• Coercive Power
• Legitimate Power
• Referent Power
• Expert Power

208
Q

Possess the ability to reward their subordinates

A

Reward Power

209
Q

An equally strong source of power is the ability to punish their subordinates. This tactic gains power, or control over others, through the fear of punishment or the loss of valued outcomes

A

Coercive Power

210
Q

Ability to influence others because of the position one holds in the organization

A

Legitimate Power

211
Q

Power that accompanies a strong relationship between the leader and the followers

A

Referent Power

212
Q

Extend to which leaders are perceived to be knowledgeable in an area that is necessary to the attainment of group goals.

A

Expert Power

213
Q

The Nature of Leadership

A
  1. Leadership
  2. Personal Drive
  3. The Desire to Lead
  4. Personal Integrity
  5. Self-confidence
  6. Analytical Ability
  7. Knowledge of the Company, Industry or Technology
  8. Charisma
  9. Creativity
214
Q

Process of influencing and supporting others to work enthusiastically toward achieving objectives

A

Leadership

215
Q

If chosen way to reach goal is not successful, a leader finds another way to reach it.

A

Personal Drive

216
Q

Leaders with a desire to lead will always have a reservoir of extra efforts which can be used whenever needed

A

The Desire to Lead

217
Q

One who does not have personal integrity will have a hard time convincing his subordinates about the necessary of completing various tasks

A

Personal Integrity

218
Q

For the moves to be continuous and precise, self-confidence is necessary

A

Self-confidence

219
Q

The ability to analyze is one desirable trait that a leader can use to tide him over many challenging aspects of leaderships

A

Analytical Ability

220
Q

Provide directions to his unit

A

Knowledge of the Company, Industry or Technology

221
Q

When a person has sufficient personal magnetism that leads people to follow his directives

A

Charisma

222
Q

Ability to combine existing data, experience, and preconditions from various sources

A

Creativity

223
Q

Leadership Skills

A

• Technical Skills
• Human Skills
• Conceptual Skills

224
Q

Skills a leader must possess to enable him to understand and make decisions about work processes, activities and technology

A

Technical Skills

225
Q

Ability of a leader to deal with people, both inside and outside the organization

A

Human Skills

226
Q

Ability of a leader to think in abstract term, to see how parts fit together to form the whole

A

Conceptual Skills

227
Q

Theories of Leadership

A
  1. Contingency Theory
  2. Path-Goal Theory
  3. Normative Decision Theory
228
Q

A leader’s effectiveness is determined by the interaction between the leader’s personal characteristics and some aspect of situation (Fiedler 1978)

A

Contingency Theory

229
Q

The kind of leader who will be more effective depends on the leader’s degree of control over the situation

A

Contingency Theory

230
Q

Control of the Situation Depends on:

A

• Leader-member Relations
• Task Structure
• Position Power

231
Q

Leaders have more power/influence when they have good relationship with the members of their groups

A

Leader-member Relations

232
Q

A leader has more influence if assignments are well defined than if task are nebulous and unstructured

A

Task Structure

233
Q

Leaders, by nature of their position, are able to hire and fire, and to discipline and reward

A

Position Power

234
Q

Focuses on kinds of behaviours a leader should exercise to allow subordinates to achieve their goals (House,1971)

A

Path-Goal Theory

235
Q

States that leader can increase their subordinates’ satisfaction and performance by giving rewards that are contingent on reaching performance goals

A

Path-Goal Theory

236
Q

Effective leader will help subordinates by pointing out the paths they must follow to obtain the rewards or goals and by providing them with the means to do so.

A

Path-Goal Theory

237
Q

Styles of Leader Behaviour

A

• Directive Leadership
• Supportive Leadership
• Participative Leadership
• Achievement-Oriented Leadership

238
Q

Letting subordinates know what they should do and how they should do it.

A

Directive Leadership

239
Q

Showing support and concern to subordinates

A

Supportive Leadership

240
Q

Allowing subordinates to participate in decision that affect the work

A

Participative Leadership

241
Q

Setting challenging goals for subordinates and emphasizing hight level of performance

A

Achievement-Oriented Leadership

242
Q

Refers to norm or standard of behaviour considered to be the correct one.

A

Normative Decision Theory

243
Q

Focuses on one aspect of leadership- DECISION MAKING

A

Normative Decision Theory

244
Q

Components of the Decision

A

• Quality of the Decision
• Degree of its Acceptance by Subordinates
• Time needed to make the Decision

245
Q

Process of ascertaining whether the organizational objectives have been achieved and determining what activities should then be taken to achieve objectives better in the future

A

Controlling

246
Q

Objectives and goals that are set at tha planning stage arr verified as to achievement or completion at any given point in Organizing and implementing stages.

When expectations are not met at scheduled date, corrective measures are usually undertaken

A

Controlling

247
Q

Importance of Controlling

A

• Help the organization achieve its goal effectively and efficiently

• Minimize the ill effects of deviations, mistakes and shortcomings

• Help company keep overhead and other costs at expected level

248
Q

Steps in the Control Process

A
  1. ESTABLISHING performance objectives and standards
  2. MEASURING actual performance
  3. COMPARING actual performance to objectives ans standards
  4. TAKING NECESSARY ACTION based on the results of the comparisons
249
Q

Establishing performance objectives and standards

A
  1. Sales Targets
  2. Production Targets
  3. Worker Attendance
  4. Safety Record
  5. Supplies Used
250
Q

There is a need to measure actual performance so that when shortcomings occur, adjustments could be made. The adjustment will depend on the actual findings

A

Measuring Actual Performance

251
Q

Once actual performance has been determined, this will be compared with what the organization seeks to achieve

A

Comparing Actual Performance to Objectives and Standards

252
Q

Provide management with the opportunity to take corrective action when necessary

A

Taking Necessary Action

253
Q

Types of Control

A

• Feed forward Control
• Concurrent Control
• Feed Back Control

254
Q

When management anticipates problems and prevents their occurrence

A

Feedforward Control

255
Q

When operations are already ongoing and activities to detect variances are made

A

Concurrent Control

256
Q

When information is gathered about a completed activity and in order that evaluation and steps for improvement ar derived

A

Feedback Control

257
Q

Components of Organizational Control Systems

A
  1. Strategic Plan
  2. Long-Range Financial Plan
  3. Operating Budget
  4. Performance Appraisals
  5. Statistical Reports
  6. Policies and Procedures
258
Q

Provides the basic control mechanism for the organization

A

Strategic Plans

259
Q

Recommends a direction for financial activities

A

Long-Range Financial Plans

260
Q

Indicates the expenditures ,revenues or profits planned for some future period regarding operations

A

Operating Budget

261
Q

Measures employee performance

A

Performance Appraisals

262
Q

Pertain to those that contain data on various developments within the firm

A

Statistical Reports

263
Q

Statistical Reports

A

• Labor Efficiency Rates
• Quality Control Rejects
• Accident Reports

264
Q

Framework within which objectives must be pursued

A

Policies and Procedures

265
Q

When operations become complex, the manager must consider useful steps in controlling

A

Identifying Control Problems

266
Q

Approaches:

A

• Executive Reality Check
• Comprehensive Internal Audit
• General Checklist of systems of Inadequate Control

267
Q

Aims to detect disfunction in the organization before they bring bigger troubles to management

A

Comprehensive Internal Audit

268
Q

General Checklist of Systems of Inadequate Control

A
  1. An unexplained decline in revenues and profits
  2. A degradation of service (Increased customer complaints)
  3. Employee Dissatisfaction
  4. Cash Shortages
  5. Idle Facilities or Personnel
  6. Excessive Costs
  7. Evidence of Waste and Inefficiency
269
Q

Influence by Hygiene Factors

A

• Working Conditions
• Coworker Relations
• Policies and Rules
• Supervisor Quality
• Based wages, Salaries

270
Q

Influence by Satisfiers Factors

A

• Achievements
• Recognition
• Responsibility
• Work itself
• Advancement
• Personal Growth

IENG 55 (MIDTERMS) (3 decks)

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