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LABORATORY MANAGEMENT > Introduction to Management > Flashcards

Introduction to Management Flashcards

1
Q

An art and science of working through the people to attain the common organizational goal/s

A

Management

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2
Q

Why is management is an art?

A

Because it results in the accomplishment of objectives through the use of human efforts

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3
Q

Why is management is a science?

A

Because of the systematic body of knowledge which results in logical organization structures and conclusions that can be drawn or validated through experiments

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4
Q

It provides the steps to achieve the goals of the organization

A

Management

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5
Q

5 M‘s of management

A

Mission
Man
Money
Materials
Methods

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6
Q

It is the purpose or reason for the existence of an organization

A

Mission (goal)

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7
Q

Leaders with the authority to direct the team towards the goal

A

Man

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8
Q

Necessary resources needed

A

Money

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9
Q

The ways and means in achieving the goals of the organization by using the established resources

A

Methods

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10
Q

This school of thought attempts to apply a systematic or scientific approach to the study of organizations

A

Scientific Management

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11
Q

Father of scientific management

A

Frederick Taylor

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12
Q

He broke down each task into segments that could be analyzed for ways to improve efficacy

A

Frederick Taylor

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13
Q

Perfected Taylor‘s motion study method and developed methods of analysis

A

Frank Gilbreth and Lilian Gilbreth

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14
Q

They believed that motion and fatigue are interrelated

A

Frank Gilbreth and Lilian Gilbreth

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15
Q

How does motion and fatigue are interrelated?

A

If one could reduce the number of motions a worker made in performing the task, worker fatigue will be reduce too

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16
Q

Pointed out that management is essentially coordination

A

Mary Parker Follet

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17
Q

Modified the piece-rate system into a task-and-bonus wage system

A

Henry Grantt

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18
Q

This model emphasized the perspective of senior management within the organization

A

Administrative Management Theory (Generic Management)

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19
Q

It provides the basic knowledge that management is a profession and could be taught

A

Administrative Management Theory (Generic Management)

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20
Q

First introduced the concept that management should be an orderly process of tasks and duties, of which planning is the most important

A

Henry Fayol

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21
Q

Introduced the role of management consultant and attempted to classify and codify the work done on management theories

A

Lyndal Urwick

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22
Q

This provides the Theory of Social and Economic Organization which examines the organizational aspects of the company and its workflow to explain how institutions function and how to improve their structural process

A

Bureaucracy Management

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23
Q

It sees organization as a segment of a broader society

A

Bureaucracy Management

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24
Q

It consist of formal rules and regulations, rationality and democracy which is recognized by designations and not by person

A

Organizations

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25
Q

The most prominent name ever existed to be associated with Bureaucracy Management

A

Max Weber

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26
Q

He quoted that - “An impersonal, rule-abiding efficient, merit-based career service provided the surest way of fulfilling the public interest in the face of a politically fragmented Germany”

A

Max Weber

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27
Q

Type of management that focuses on the performance and interaction of people within organizations

A

Organizational Behavior Management

28
Q

Type of management that uses the concepts of psychology to sociology as well as management theories

A

Organizational Behavior Management

29
Q

Developed assumptions about the basic nature of man

A

Elton Mayo and Douglas McGregor

30
Q

The Hypothesis of The Hawthorne Experiment

A

When the light became brighter, production would increase and when the light became dimmer, production would decrease

31
Q

The Result of The Hawthorne Experiment

A

The result kept climbing regardless of the light (bright or dark)

32
Q

Encouraged managers to be supportive of their relationships

A

Rensis Likert

33
Q

Encourages that executives should encourage a climate of cooperation.

A

Barnard

34
Q

The analytical view of an organization as a complete, self-contained unit that interacts within itself and with its environment in a continuous process of interchange and renewal

A

Systems Analysis Management

35
Q

Systems Analysis Management relies heavily on

A

Mathematical models, scientific methodology and computer

36
Q

Refer to those distinctive activities that must be carried out by the manager if the objectives of an organization are to be achieved

A

Management functions

37
Q

It is a continuous process of interacting functions, each dependent on the success of the other

A

Management functions

38
Q

The mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization

A

Planning

39
Q

The process of identifying and grouping of work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives

A

Organizing

40
Q

Refers to the way of getting all personnel in an organization to accomplish what management desires

A

Leading/Directing

41
Q

Means checking the work accomplished against plans or standards, and making adjustments or corrections when new developments or unforeseen circumstances necessitate

A

Controlling and Evaluating

42
Q

An individual whose job is to guide the organization to attain its objectives

A

Manager

43
Q

Essential characteristics that will make a successful manager

A

Motivation
Vision
Decision-making ability
Good health
Humility

44
Q

Different management skills suggested by Robert Katz

A

Conceptual/Organizational Skill
Human/ People Skill
Technical Skill
Financial management

45
Q

It is the mental ability to coordinate and integrate all of the organization‘s interests and activities

A

Conceptual/Organizational Skill

46
Q

It is an understanding of the basic theories of human needs and work motivation

A

Human/ People Skill

47
Q

It involves the synthesis of a specialized skill and the management of physical resources into the operational parameters unique to each organization

A

Technical Skill

48
Q

These skills involve the effective use of and accounting for the monetary assets of the company

A

Financial management

49
Q

Manager that has the lowest level in an organization who is responsible for the work of others

A

First-line managers

50
Q

What does First-line managers do?

A

They direct operating employees only and are concerned about completing the day‘s work

51
Q

Examples of First-line managers

A

Supervisors
Team leaders
Chief Technologists

52
Q

Managers that direct activities of other managers and also those of operating employees

A

Middle managers

53
Q

What dos Middle managers do?

A

They direct activities that implement their organization‘s policies and to balance the demands of their supervisors with the capacities of their subordinates. They engaged in a variety of technical and non-technical activities

54
Q

They are composed of a small group of executives

A

Top managers

55
Q

What does Top managers do?

A

They are responsible for the overall management of the organization

56
Q

Examples of Middle manager

A

Operation manager
Division head

57
Q

Examples of Top managers

A

Directors
CEO

58
Q

Specific skills of first-line managers

A

Possess mostly human skills

59
Q

Specific skills of middle managers

A

Focuses on technical matters

60
Q

Specific skills of top managers

A

Mostly involved in making key decisions

61
Q

Suggested that managerial performance can be measured by “Efficiency” and “Effectiveness”

A

Peter Drucker

62
Q

The ability to get things done correctly (“input-output” concept).

A

Efficiency

63
Q

It is producing results with little wasted effort

A

Efficiency

64
Q

It is the ability to choose appropriate objectives

A

Effectiveness

65
Q

There are four (4) basic management responsibilities

A

Operation Management
Human Resource
Financial Management
Marketing Management

LABORATORY MANAGEMENT (5 decks)

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