ika tulo bai Flashcards
1
Q
It is that management function which “involves influencing others to engage in the work behaviors necessary to reach organizational goals.
A
Leading
2
Q
A person who occupies a higher position has … power over persons in lower positions within
the organization.
A
Legitimate Power
3
Q
When a person can give rewards to anybody who follows orders or requests, the is said to have.
A
Reward Power
4
Q
When a person compels another to comply with orders through threats or punishment, he is said to have
A
Coercive Power
5
Q
CEO or Manager
Teacher in a Classroom
Police Officer
A
Legitimate Power
6
Q
When a person can get compliance from another because the latter would want to be identified with
the former, that person is said to have
A
Referent Power
7
Q
Experts provide specialized information regarding their specific lines of expertise.
A
Expert Power
8
Q
Judge in a Courtroom
Military Officer
Government Officials
Parents
A
Legitimate Power
9
Q
Manager Offering Bonuses
Teacher Offering Extra Credit
Parent Giving Allowances
A
Reward Power
10
Q
Sales Manager Offering Commission
Leader Providing Recognition or Titles
Supervisor Granting Time Off
Coach Giving Playing Time
A
Reward Power
11
Q
Manager Threatening Demotion
Parent Giving Grounded Consequences
Teacher Giving Detentions
A
Coercive Power
12
Q
Police Officer Issuing a Fine
Supervisor Giving Warnings
Employer Threatening Job Loss
A
Coercive Power
13
Q
Celebrity Influencers
Charismatic Leader
Mentor in the Workplace
A
Referent Power
14
Q
Doctors or Medical Professionals
Scientist or Researcher
A
Expert Power
15
Q
Engineer or Architect
IT Specialist or Programmer
A
Expert Power
16
Q
Traits of Effective Leaders (1)
A
Personal Drive
Personal Integrity
Analytical Ability
Self Confidence
The Desire to Lead
17
Q
Persons with drive are those identified as willing to accept responsibility and possess vigor, initiative,
persistence, and health.
A
Personal Drive
18
Q
A person who is well-regarded by others as one who has integrity possesses one trait of a leader.
A
Personal Integrity
19
Q
Some persons have all the qualifications for leadership
A
The Desire to Lead
20
Q
The activities of leaders require moves that will produce the needed outputs.
A
Self Confidence
21
Q
Leaders are, oftentimes, faced with difficulties that prevent the completion of assigned tasks.
A
Analytical Ability
22
Q
These are skills a leader must possess to enable him to understand and make decisions about
processes, activities, and technology.
A
Technical Skills
23
Q
These skills refer to the ability of a leader to deal with people, both inside and outside the
organization.
A
Human Skills
24
Q
These skills refer to “the ability to think in abstract terms, to see how parts fit together to form the
whole”.
A
Conceptual Skills
25
Leadership Skills
Technical Skills
Human Skills
Conceptual Skills
26
Leaders who make decisions themselves, without consulting subordinates, are called
Autocratic Leaders
27
When a leader openly invites his subordinates to participate or share in decisions, policymaking, and
operation methods, he is said to be a
Participative Leaders
28
Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it
takes to accomplish these objectives are called
Free-Rein Leaders
29
He states, “Leadership is effective when the leader’s style is appropriate to the situation.
“The situational characteristics is determined by three principal factors:
* The relations between leaders and followers
* The structure of the task
* The power inherent in the leader’s position
Fred Fiedler
30
Fred Fiedler states, “Leadership is effective when the leader’s style is appropriate to the situation.
“The situational characteristics is determined by three principal factors:
* The relations between leaders and followers
* The structure of the task
* The power inherent in the leader’s position
Fiedler’s Contingency Model
31
The situational leadership model developed by Hersey and Blanchard suggests that the most
critical factor affecting a leader’s style selection is the subordinate's development (or maturity) level.
The leader should match his or her style to this maturity level.
* The majority has two components:
* job skills and knowledge
* psychological maturity
Hersey and Blanchard’s Situational Leadership Model
32
it is assumed that influential leaders can enhance subordinate
motivation by:
Clarifying the subordinate’s perception of work goals,
Linking meaningful rewards with goal attainment
Explaining how goals and desired rewards can be achieved.
Path-Goal Model of Leadership
33
prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority.
Vroom’s Decision-Making Model
34
Traits of Effective Leaders (2)
Knowledge of the Company, Industrial or Technology
Flexibility
Charisma
Creativity
35
A leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry will be in a better position to provide directions to his unit
Knowledge of the Company, Industrial or Technology
36
When a person has sufficient personal magnetism that leads people to follow his directives, this
person is said to have
Charisma
37
Ronnie Millevo defines —- as “the ability to combine existing data, experience, and
preconditions from various sources in such a way
Creativity
38
People differ in the way they do their work. One will adopt a different method from another person’s method.
Flexibility
39
Information provided through communication
may be used for decision-making at various organizational work levels.
A construction worker, for instance, maybe given instructions on
properly using certain equipment. This will later provide him with a guide
in deciding which equipment to use in particular circumstances.
Information function
40
Communication is also often used to motivate
employees to commit themselves to the organization’s objectives
Motivation function
41
When adequately communicated, reports, policies, and plans define roles, clarify duties, authorities, and responsibilities. Effective control is, then, facilitated.
Control function
42
When feelings are repressed in the organization, employees are affected by anxiety, which, in turn, affects performance.
Whatever types of emotions are involved, whether satisfaction,
dissatisfaction, happiness, or bitterness, communication provides a means to decrease the internal pressure affecting the individual.
Emotive function
43
oral and written
Verbal communications
44
transmitted through hearing or
sight.
Verbal communications
45
mainly involves hearing the sender's words,
although sometimes, opportunities are provided for seeing the
sender's body movements, facial expressions, gestures, and
eye contact. Sometimes, feeling, smelling, tasting, and
touching are involved.
Oral communication - Verbal communications
46
has limitations, and to remedy these, some means have been
devised. Perfume advertisers, for instance, lace their written
message with the smell of their products.
Written communication
47
is a means of conveying messages through body language, as
well as the use of time, space, touch, clothing,
appearance, and aesthetic elements. Body
language consists of gestures, bodily movement,
posture, facial expression, and mannerisms of all
kinds.
Nonverbal communication
48
are hindrances to effective communication arising from
a communicator’s characteristics as a person, such as emotions, values,
poor listening habits, gender, age, race, socioeconomic status, religion,
education, etc.
Personal barriers
49
Emotions cloud the communicator's ability to judge the real meaning of messages received correctly. People with different values will find it hard to communicate with each other. Poor listening habits of a receiver frustrate the communication efforts of a sender
Personal barriers
50
refer to interferences in ineffective communication occurring in the environment where the communication is undertaken.
Physical barriers
51
The very loud sound produced by a passing jet temporarily drowns out the voice of a guest delivering a speech. Such distraction does not allow a full understanding of the meaning of the entire message and is an example of a
Physical barriers
52
is the study of meaning as expressed in symbols. Words,
pictures, or actions are symbols that suggest certain meanings. When the receiver has chosen the wrong meaning, a misunderstanding occurs. Such
an error constitutes a barrier to communication.
Semantics (Semantic Barriers)
52
include distances between people,
walls, a noisy jukebox near a telephone, etc. An office that is mo. tidy may sometimes inhibit a person from meeting the occupant of the office face- to-face. A menacing pet dog (or secretary) posted near the door may also
prevent a person from directly communicating with the object person behind the door.
Physical barriers
53
A ___ may be
defined as an interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as
transmitted.
semantic barrier
54
______ communication refers to messages flowing from higher levels of authority to lower levels.
Among the purposes of downward communication are:
1. to give instructions
2. to provide information about policies and procedures
3. to give feedback about the performance
4. to indoctrinate or motivate
Downward communication
55
refers to messages from persons in lower-level positions to persons in higher positions. The messages sent usually provide information on work progress, problems encountered, suggestions improving output, and personal feelings about work and non-work activities. Among the techniques used in upward communication are formal grievance procedures, employee attitude, and opinion surveys, suggestion systems,
door policy, informal gripe sessions, task forces, and interviews.
Upward communication
56
refers to messages sent to individuals or groups from another of the
same organizational level or position. The purposes of —— communication are:
1. to coordinate activities between departments
2. to persuade others at the same level of organization
3. to pass on information about activities or feelings.
Horizontal Communication
57
When _____ is properly implemented, it will help the organization achieve its
goal as efficiently and effectively as
possible. Deviations, mistakes, and
shortcomings happen inevitably. When they occur in daily operations, they contribute to unnecessary expenditures, increasing the cost of producing goods and services.
controlling
57
______ refers to the “process of
ascertaining whether organizational
objectives have been achieved; if not, why not; and determining what activities should then be taken to achieve objectives better in the future.”
Controlling
58
The purpose of
___ is to manage operations
for the organization to be efficient and able to accomplish
the organization's goals.
control
59
which are expressed in quantity or monetary terms.
Sales targets
60
which are expressed in quantity or quality.
Production targets
61
which is expressed in terms of the rate of absences
Worker attendance
62
which is expressed in the number of accidents for given periods.
Safety Record
63
which are expressed in quantity or monetary terms for given periods.
Supplies used
64
There is a need to ___ ___ ____ so that adjustments can be made when shortcomings occur. The
adjustments will depend on the actual findings.
measure actual performance
65
Steps in the Control Process
1. Establishing performance objectives and standards
2. Measuring actual performance
3. Comparing actual performance to objectives and
standards
4. Taking necessary action based on the results of the
comparisons
66
When management anticipates problems and prevents their occurrence, the type of
control measure undertaken is called ——
Feedforward Control
67
When operations are already ongoing and activities to detect variances are made, ——- control is said to be undertaken. It is always possible that deviations from standards will happen in the production process.
Concurrent Control
68
When information is gathered about a completed activity, and so that evaluation and steps for improvement are derived, —— control is undertaken.
Feedback Control
69
The organizational control system consists of the following:
1. Strategic plan
2. The long-range financial plan
3. The operating budget
4. Performance appraisals
5. Statistical reports
6. Policies and procedures
69
It provides the basic control mechanism for the organization. When there are indicators that activities
do not facilitate the accomplishment of strategic goals, these activities are either set aside, modified,
or expanded
Strategic Plans
70
The panning horizon differs from company to company. Most firms will be satisfied with one year.
Engineering firms, however, will require longer-term financial plans
The Long-Range Financial Plan
71
This indicates the expenditures, revenues, or profits planned for some future period
regarding operations
The Operating Budget
72
This measures employee performance. As such, it provides employees with a guide
on how to do their jobs better in the future.
Performance Appraisals
73
This pertain to those that contain data on various developments within the firm. Among
information which may be found in a statistical report pertains to the following:
1. Labor efficiency rates
2. Quality control rejects
3. Accounts receivable
4. Accounts payable
5. Sales reports
6. Accident reports
7. Power consumption report
Statistical reports
74
* To be able to assure the accomplishment of the strategic objectives of the company, —— —— systems become necessary. These systems consist of the following:
1. Financial analysis
2. Financial ratio analysis
Strategic Control Systems
75
This analysis is a more elaborate approach used in
controlling activities. Under this method, one account appearing
in the financial statement is paired with another to constitute a
ratio.
Financial ratio
75
The success of most organizations depends heavily on its
financial performance. It is fitting that certain measurements of
financial performance be made so that whatever deviations
from standards are found out, corrective actions may be
introduced
Financial Analysis
76
An internal audit is undertaken to determine the efficiency and effectiveness of the activities of an
organization. Among the many aspects of operations within the organization, a small activity that is not done
right may continue to be unnoticed until it snowballs into a full-blown problem.
Comprehensive internal audit
77
If a comprehensive internal audit cannot be availed of, a checklist for symptoms of inadequate control
may be used.
1. An unexplained decline in revenues and profits.
2. Degradation of service (customer complaints)
3. Employee dissatisfaction(complaints, grievances, turnover).
4. Cash shortages caused by bloated inventories or delinquent accounts receivable.
5. Idle facilities or personnel
6. Disorganized operations(workflow bottlenecks, excessive paperwork).
7. Excessive costs.
8. Evidence of waste and inefficiency (scrap, rework)
Symptoms of Inadequate Control
