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LMGT211 > INTRO TO MANAGEMENT > Flashcards

INTRO TO MANAGEMENT Flashcards

1
Q

is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

A

Management

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2
Q

Management: This definition holds two important ideas:

A
  1. The four functions of planning, organizing, leading, and controlling, and
  2. The attainment of organizational goals in an effective and efficient manner.
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3
Q

THE FOUR MANAGEMENT FUNCTIONS

A

Planning
Organizing
Leading
Controlling

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4
Q

means identifying GOALS for future organizational performance and deciding on the TASKS and use of RESOURCES needed to attain them. In other words, managerial planning DEFINES where the organization wants to be in the FUTURE and how to get there.

A

Planning

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5
Q

involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.

A

Organizing

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6
Q

is the use of INFLUENCE to motivate employees to achieve organizational goals. Leading means creating a SHARED culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level.

A

Leading

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7
Q

means monitoring employees’ activities, determining whether the organization is on target toward its goals, and making corrections as necessary.

A

Controlling

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8
Q

ESSENTIAL MANAGEMENT THEORIES

A

System Theory- Ludwig von Bertalanffy (1901-1972)
Principles of Administrative Management- Miner and engineer Henri Fayol (1841-1925)
Bureaucratic Management- Max Weber (1864-1920)
Scientific Management- Frederick Taylor (1856-1915)
Theories X and Y- Douglas McGregor (1906-1964)
Human Relations Theory- Elton Mayo (1880-1949)
Classical Management Theory
Contingency Management- Fred Fiedler(1950 and 1960)
Modern Management
Quantitative Management
Organizations as Learning System

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9
Q

is more a PERSPECTIVE than a fully formed practice Systems Theory encourages you to realize that your business is a system and is governed by the same laws and behaviors that affect every other biological organization.

A

System Theory- Ludwig von Bertalanffy (1901-1972)

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10
Q

His principles of administrativemanagementas a TOP-DOWN APPROACH approach to examining a business. He put himself in his MANAGER’S SHOES and imagined what situations they might encounter when dealing with their team.

A

Principles of Administrative Management- Miner and engineer Henri Fayol (1841-1925)
`

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11
Q

took a more SOCIOLOGICAL approach when creating this theory. Weber’s ideas revolve around the importance of structuring your business in a HIERARCHIAL manner with clear rules and roles.

A

Bureaucratic Management- Max Weber (1864-1920)

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12
Q

promotes standardization, specialization, assignment based on ability, and extensive training and supervision. Only through those practices can a business achieve efficiency and productivity. This management theory attempts to find the optimal way to complete a given task, often at the expense of the employees’ humanity.

A

Scientific Management- Frederick Taylor (1856-1915)

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13
Q

posits that employees are apathetic or dislike their work. Managers who adhere this theory are often authoritarian and will micromanage everything because they don’t trust their employees.

A

Theory X

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14
Q

posits that employees are self-motivated, responsible, and want to take ownership of their work. Managers who adhere to this rheory include their employees in the decision-making process and encourage creativity at all levels.

A

Theory Y

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15
Q

in which he states that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions.

A

Human Relations Theory- Elton Mayo (1880-1949)

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16
Q
  • is predicated on the idea that employees only have physical needs. Because employees can satisfy these physical needs with money,
  • focuses solely on the economics of organizing workers.
A

Classical Management Theory

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17
Q

_____ based his theories on the idea that effective leadership was directly related to the traits the leader displayed in any given situation. Fiedler’s theory suggests that there is no one management approach that suits every situation and every organization.

A

Contingency Management- Fred Fiedler(1950 and 1960)

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18
Q

embraces the idea that PEOPLE are COMPLEX. Their needs vary over time, and they possess a range of talents and skills that the business can develop throughon-the-job trainingand other programs.

A

. Modern Management

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19
Q

Is response to managerial efficiency, together experts from scientific disciplines to address staffing, materials, logistics, and systems issues.

A

Quantitative Management

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20
Q

is a system that is built on a succession of subsystems. In order for the business to run smoothly and efficiently, each subsystem must also work smoothly and efficiently within itself, but also with the other subsystems around it.

A

Organizations as Learning System

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21
Q

MANAGER’S ROLES AND ATTRIBUTES:

A

coordinate resources in an effective and efficient manner to accomplish the organization’s goals.
Providing a product or service that customers value.
To achieve high performance, which is the attainment of organizational goals by using resources in an efficient and effective manner.

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22
Q

Management Skills

A

Conceptual Skills

23
Q

is the cognitive ability to see the organization as a whole system and the relationships among its parts.

A

Conceptual Skills

24
Q

It involves knowing where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment.

A

Conceptual Skills

25
Q

It involves the manager’s thinking, information processing, and planning abilities.

A

Conceptual Skills

26
Q

Is the manager’s ability to work with and through other people and to work effectively as a group member.

A

HUMAN SKILLS

27
Q

Allows subordinates to express themselves without fear of ridicule, encourages participation, and shows appreciation for employees’ efforts.

A

HUMAN SKILLS

28
Q

Is demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts.

A

HUMAN SKILLS

29
Q

is the understanding of and proficiency in the performance of specific tasks.

A

Technical skill

30
Q

includes specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline.

A

Technical Skill

31
Q

TYPES OF MANAGEMENT

A 
TOP MANAGERS
MIDDLE MANAGERS
PROJECT MANAGERS
FIRST LINE MANAGERS
FUNCTIONAL MANAGERS
GENERAL MANAGERS
32
Q

are at the top of the hierarchy and are responsible for the entire organization.

A

TOP MANAGERS

33
Q
  • responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization.
A

TOP MANAGERS

34
Q

-responsible for communicating a shared vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company innovate and keep pace with rapid change.

A

TOP MANAGERS

35
Q

are responsible for business units and major departments.

A

MIDDLE MANAGERS

36
Q

They are responsible for implementing the overall strategies and policies defined by top managers.

A

MIDDLE MANAGERS

37
Q

Generally, are concerned with the near future rather than with long-range planning.

A

MIDDLE MANAGERS

38
Q

Generally, are concerned with the near future rather than with long-range planning.

A

MIDDLE MANAGERS

39
Q

responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.

A

PROJECT MANAGERS

40
Q

directly responsible for the production of goods and services.

A

FIRST LINE MANAGERS

41
Q

Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates.

A

FIRST LINE MANAGERS

42
Q

They are responsible for groups of non-management employees.

A

FIRST LINE MANAGERS

43
Q

responsible for departments that perform a single functional task and have employees with similar training and skills.

A

FIRST LINE MANAGERS

44
Q

are responsible for several departments that perform different functions.

A

GENERAL MANAGERS

45
Q

responsible for a self-contained division, and for all the functional departments within it.

A

GENERAL MANAGERS

46
Q

is a management tool whereby managers and employees work together to set and track objectives for a specifictime period.

A

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

47
Q

Objectives and plans cascade down the organization until every individual has specific objectives for the period.

A

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

48
Q

establish long-range company goals in such areas as sales, competitive positioning, human resource development.

A

IMPLEMENTATION OF MBO PROGRAM

49
Q

use these long-range plans to determine company-wide goals for the current year. Then the company goals can be broken down further into goals for different departments, and eventually into goals for individual employees.

A

IMPLEMENTATION OF MBO PROGRAM

50
Q

It requires each employee to produce five to ten specific, measurable goals. In addition to a statement of the goal itself, each goal should be supported with a means of measurement and a series of steps toward completion. These goals should be proposed to the employee’s manager in writing, discussed, and approved.

A

IMPLEMENTATION OF MBO PROGRAM

51
Q

provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.

A

IMPLEMENTATION OF MBO PROGRAM

52
Q

MANAGEMENT BY OBJECTIVE PROCESS

A

reward>review organizational objectives>set employee objectives>monitor>evaluate>

53
Q

MANAGEMENT BY OBJECTVES (ADVANTAGES)

A
  • Continuallydriving the organization to move towards its strategic goals.
  • Everyone within the organization knows what they have to achieve during the period.
  • It helps employees understand how their targets contribute to organizational targets.
  • Employees who understand how what they do contributes to the organization can be more motivated.
  • The model secures the commitment of employees to attaining the organizational goals.
  • As each employee understands how theyuniquelycontribute to the organization, employees feel crucial to proceedings, leading to increased loyalty.
  • Employees tend to have more commitment to goals that they themselves helped set.
54
Q

MANAGEMENT BY OBJECTVES (DISADVANTAGES)

A
  • Developing targets can be time-consuming, leaving both managers and employees with less time to carry out their duties.
  • If not implemented with care, it can lead to poor teamwork between employees. This happens as each employee is only concerned with their targets, and not good teamwork.
  • It can result in unnecessary office politics as employees fight to outshine each other.
  • It underemphasizes context.For example, it does not take the extent of senior management buy-in into consideration. It does not take into account the ability of lower-level teams to hit the objectives set.
  • Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.

LMGT211 (3 decks)

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