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IBP > INTRO: LESSON 1 > Flashcards

INTRO: LESSON 1 Flashcards

1
Q

a person responsible for the work performance of group members.

A

MANAGERS

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2
Q

holds the formal authority to commit organizational resources, even if the approval of others is required

A

MANAGERS

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3
Q

the process of using organizational resources to achieve organizational objectives through planning, organizing and staffing, leading, and controlling

A

MANAGEMENT

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4
Q

is a recent term used to describe a top-level manager

A

C-level manager

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5
Q

Responsible for day-to-day operations and execution of strategies. Focuses on internal processes, efficiency, and performance.

A

COO (chief operating officer)

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6
Q

Highest-ranking executive, responsible for overall company vision, strategy, and decision making. Leads the organization and sets its direction

A

CEO

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7
Q

Manages financial aspects of the company, including budgeting, financial planning, reporting, and risk management. Handles financial strategy and ensures financial health

A

Chief Financial Officer

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8
Q

a top level advisor who serves as a confidant, gatekeeper, and all-around strategic consultant

A

Chief of Staff

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9
Q

has major responsibility for customer relationships and for managing the company interface with the customer

A

Chief Commercial Officer

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10
Q

works on such problems as safeguarding customer information in the digital world

A

Chief Privacy Officer

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11
Q

Managers who are neither executives nor first-level supervisors, but who serve as a link between the two groups

A

Middle Level Managers

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12
Q

Responsible for implementing programs and policies formulated by top-level management.
Responsible for making many of the judgment calls and trade-offs that shape the firm’s success

A

Middle Level Managers

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13
Q

Managers who supervise operatives * Supervisors help shape the attitudes of new employees toward the firm.

A

First Level Managers

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14
Q

Supervise the work of employees engaged in specialized activities such as accounting, engineering, information systems, food preparation, marketing, and sales

A

FUNCTIONAL AND GENERAL MANAGERS

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15
Q

are responsible for the work of several different groups that perform a variety of functions

A

FUNCTIONAL AND GENERAL MANAGERS

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16
Q

is typically a manager who works in a public (government) or nonprofit organization, including educational institutions, rather than in a business firm

A

ADMINISTRATORS

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17
Q

Managers in all types of educational institutions are referred to as?

A

ADMINISTRATORS

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18
Q

typically invest considerable emotional and physical energy into their firm

A

SMALL-BUSINESS OWNERS

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19
Q

person who founds and operates an innovative business

A

ENTREPRENEURS

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20
Q

A manager in such a position coordinates the work of a small group of people while acting as a facilitator or catalyst

A

TEAM LEADERS

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21
Q

Found at several organizational levels and are sometimes referred to as project managers, program managers, process managers, and task force leaders

A

TEAM LEADERS

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22
Q

the people needed to get the job done

A

Human Resources

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23
Q

the money the managers and the organization use to reach organization goals

A

FINANCIAL RESOURCES

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24
Q

firm’s tangible goods and real estate

A

PHYSICAL RESOURCES

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24
Q

the process of making sure the necessary human and physical resources are available to carry out a plan and achieve organizational goals

A

ORGANIZING

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24
Q

involves setting goals and figuring out ways of reaching them.
Considered the central function of management
Component is decision making

A

PLANNING

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24
Q

the data that the manager and the organization use to get the job done

A

INFORMATION RESOURCE

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24
Q

Influencing others to achieve organizational objectives.

A

LEADING

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24
Q

such a key component of managerial work that management is sometimes seen as accomplishing results through people

A

LEADERSHIP

24
Q

The ensures the availability of necessary human resources to achieve organizational goals.

A

ORGANIZING

25
Q

a. Formulating operating budgets
b. Developing work schedules for the unit supervise

A

OPERATIONAL PLANNER

25
Q

a. Setting a direction for the organization
b. Helping the firmal with the external environment
c. Developing corporate policies

A

STRATEGIC PLANNER

25
Q

-involves comparing actual performance to a predetermined standard.
-Taking corrective action
-Determining whether the original plan needs revision, given the realities of the day

A

CONTROLLING

26
Q

a. Designing member jobs.
b. Clarifying assignments.
c. Explaining policies and rules.
d. Establishing work and information policies

A

ORGANIZER

27
Q

a. Building client relationships.
b. Managing stakeholder ties.
c. Engaging in external groups for contacts.
d. Nurturing internal professional net

A

LIAISON

28
Q

a. Recruiting and hiring staff.
b. Explaining performance assessment.
c. Evaluating job performance
d. Compensation within policy limits.
e. Ensuring proper training.
f. Managing promotions, terminations, demotions.

A

STAFFING COORDINATOR

29
Q

a. Authorizing physical resource use.
b. Approving financial resource spending.
c. Ending ineffective equipment/services

A

RESOURCE ALLOCATOR

30
Q

a. Assigning projects to members.
b. Defining priorities and standards.
c. Ensuring committed task performance.

A

TASK DELEGATOR

31
Q

a. Informal recognition of achievements.
b. Providing encouragement and reassurance.
c. Offering performance feedback.
d. Giving advice for improvement.

A

MOTIVATOR AND COACH

32
Q

a. Entertaining clients as representative.
b. Representing organization externally.
c. Escorting official visitors

A

FIGURE HEAD

33
Q

The emphasis is on answering inquiries and formally reporting to individuals and groups outside the manager’s organizational unit

A

SPOKES PERSON

34
Q

a. Negotiating with supervisors for resources.
b. Negotiating with internal units for support.
c. Negotiating with suppliers/vendors for services

A

NEGOTIATOR

35
Q

a. Recognizing member accomplishments.
b. Boosting group morale through activities.
c. Conducting staff meetings for communication

A

TEAM BUILDER

36
Q

a. Serving as technical expert/advisor
b. Performing individual contributor task

A

TEAM PLAYER

37
Q

a) Staying informed through reading and research.
b) Gathering insights from customers and colleagues.
c) Participating in external activities for improvements.

A

ENTREPRENEUR

38
Q

a. Developing performance measurement systems.
b. Utilizing information systems for productivity.
c. Discussing task progress with members
d. Overseeing equipment and facility usage.

A

MONTIORING

39
Q

a. Engaging in unit grievance resolution.
b. Addressing customer, unit, and superior complaints.
c. Managing conflicts among group members.
d. Solving work flow and information exchange issues

A

DISTURBANCE HANDLER

40
Q

The systematic use of the best available evidence to improve management practice

A

EVIDENCE-BASED MANAGEENT

41
Q

Managers would rely on both scientific evidence and local business evidence

A

EVIDENCE BASED MANAGEMENT

42
Q

-Understanding and proficiency in specific tasks.
- Budgeting, scheduling, analysis, tech use.
- Business expertise like marketing.

A

TECHNICAL SKILLS

43
Q

Also known as hard skill

A

TECHNICAL SKILLS

44
Q

Teamwork, cooperation.
Communication key to this skill
Termed soft skills, not less important.

A

INTERPERSONAL SKILLS

45
Q

ability to work effectively and conduct business with people from different cultures.

A

MULTICULTURALNISM

46
Q

Holistic organization view. Vital for top-level managers due to external contact

A

CONCEPTUAL SKILLS

47
Q
  • Managers solve problems that requires technical, human, conceptual, political skills.
  • Excitement in finding solutions
A

DIAGNOSTICS SKILLS

48
Q

-Obtaining power crucial for effectiveness.
- used to achieve objectives.
-Networking, impressing vital.
-Balancing political skill with competence.
-Overemphasis hinders real work, customer satisfaction, productivity

A

POLITCAL SKILLS

49
Q

Develop to manage work and people in order to manage all the new factories that were a central part of the Industrial Revolution.

A

CLASSIC APPROACH

50
Q

the application of scientific methods to increase individual workers’ productivity.

A

SCIENTIFIC MANAGEMENT

51
Q

The use of management principles in the structuring and managing of an organization

A

ADMINISTRATIVE MANAGEMENT

52
Q

The approach to management emphasizes improving management through the psychological makeup of people.

A

BEHAVIORAL APPROACH

53
Q
  • Sometimes referred to as the human resources approach because of the focus on making optimum use of workers in a positive way, such as making jobs motivational
A

BEHAVIORAL APPROACH

54
Q

the phenomenon in which people behave differently in response to perceived attention from evaluators.

A

HAWTHORNE EFFECT

55
Q

contrasting approaches to understanding employee motivation and management.

A

THEORY OF X AND Y

56
Q

Motivation from basic to self-actualization

A

Maslow’s Hierarchy of Needs

57
Q

to management is a perspective on management that emphasizes the use of a group of methods in managerial decision making, based on the scientific method

A

QUANTITATIVE APPROACH

58
Q

A way of viewing aspects of an organization as an interrelated system

A

SYSTEM PERSPECTIVE

59
Q

the tendency of a system to run down and die if it does not receive fresh inputs from its environment

A

ENTROPY

60
Q

means that the whole is greater than the sum of the part

A

SYNERGY

61
Q

A perspective on management that emphasizes that no single way to manage people or work is best in every situation

A

CONTINGENCY PLAN

62
Q

it encourages managers to study individual and situational differences before deciding on a course of action

A

CONTINGENCY PLAN

IBP (4 decks)

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