Introduction to Management Flashcards
“Management is an art of getting things done through and with the people in formally organized groups” is defined by:
Harold Koontz
“Management is an art of knowing what to do, when to do, and see that it is done in the best and cheapest way” is defined by:
Frederick Winslow Taylor
“Management may be defined as the process by means of which the purpose and objectives of a particular human group are determined, clarified, and effectuated” is defined by:
Peter Ferdinand Drucker
“Management is the ‘art of getting things done through people’” is defined by:
Mary Parker Follett
What kind of environment does management create to people that work together?
Conducive environment
Fill in the blanks:
A conducive environment enables people to perform their task 1.)_________ and 2.)_____________.
- efficiently
- effectively
What is the main difference between effective and efficient? (answer in your own words)
Effective simply means doing the appropriate task, while efficient goes beyond the meaning of effective and does the task with the least cost and time.
Fill in the blank:
Management is an interrelated series of ___________.
Functions
Enumeration:
Management creates, operates, and directs purposive organization through:
1.
2.
3.
- Systematic
- Coordinated
- Co-operated human efforts
Enumeration:
Management as a process
1.
2.
3.
- Social process
- Integrating process
- Continuous process
Enumeration:
Features of management
1.
2.
3.
4.
5.
- Goal-oriented
- Integration of resources (human, physical, and financial resources)
- Continuous
- Pervasive
- Group activity
Enumerate the three levels of management, starting from the top of the pyramid.
- Executive managers
- Middle managers
- First-line managers
They are especially responsible for strategic direction.
Executive managers
They are responsible for the entire organization.
Executive managers
They are at the top of the hierarchy.
Executive managers
They are responsible for major departments.
Middle managers
They may supervise other lower-level managers.
Middle managers
They supervise rank-and-file employees.
First-line managers
They carry out day-to-day activities within departments.
First-line managers
Enumerate the three types of managerial skills.
- Technical skills
- Human relations skills
- Conceptual skills
This is the ability to use the tools, procedures, and techniques of their special areas.
Technical skills
They must know operations of the department of radiology ; they must maintain and coordinate all aspects of the department (computer system, in-service education, staff orientation and training, and equipment maintenance)
Chief radiologic technologist
This is the ability to work with people and understand employee motivation and group processes
Human relations skills
In this type of managerial skill, it allows the manager to become involved with and lead his/her group.
Human relations skills
This is the ability to organize and analyze information in order to improve organizational performance
Conceptual skills
This is the ability to see the organization as a whole and to understand how various parts fit together to work as an integrated unit.
Conceptual skills
This managerial skill is the most required skill for executive managers
Conceptual skills
This managerial skill is less required than the conceptual skills when it comes to executive managers
Technical skills
First-line managers generally require more __________ skills and fewer conceptual skills.
Technical skills
This managerial skill remain important for success at all three levels of the hierarchy.
Human relations skills
What are the three roles of managers?
- Decisional roles
- Informational roles
- Interpersonal roles
Enumerate the four decisional roles of managers.
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
This decisional role is wherein a manager initiate projects that lead to improvements, delegate idea-generation responsibilities to others, and identify best ideas to act on.
Entrepreneur
This decisional role is wherein a manager takes corrective action during conflicts and crises, and resolve disputes among subordinates
Disturbance handler
This decisional role is wherein a manager decide who receives resources, manage schedules and budgets, and set priorities
Resource allocator
This decisional role is wherein a manager represents a team, department, or organization regarding contracts, union negotiations, etc.
Negotiator
Out of all the three main roles of a manager, this type of managerial role focuses on the managers’ responsibility of making decisions on behalf of both the organization and the stakeholders with an interest in it.
Decisional roles
TRUE OR FALSE:
Nothing can match the speed and intuitive power of a well-trained manager’s brain for information processing.
TRUE
Out of all the three main roles of a manager, this type of managerial role is wherein managers are required to gather, collate, analyze, store, and disseminate many kinds of information.
Informational roles
This informational role is wherein a manager seeks and receives information from a variety of sources (web, industry journals, reports, contacts).
Monitor
This informational role is wherein a manager passes information on to others in the organization through memos, e-mails, phone calls, etc.
Disseminator
This informational role is wherein a manager transmits information to people outside the organizations through speeches, interviews, and written communication
Spokesperson
Out of all the three main roles of a manager, this type of managerial role emphasizes that relationships are the richest source of information for managers.
Interpersonal roles
This is the richest source of information.
Relationships
This interpersonal role is wherein a manager perform formal duties like greeting visitors, signing contracts, and other legal documents.
Figurehead
This interpersonal role is wherein a manager motivates, trains, counsels, communicates, and directs subordinates.
Leader
This interpersonal role is wherein a manager maintains and manage information links inside and outside the organization.
Liaison
According to ___________, “There are four fundamental functions of management: planning, organizing, actuating, and controlling”
George and Jerry
According to ___________, “to manage is to forecast, to plan, to organize, to command, and to control
Henry Fayol
According to __________, they have given a keyword “POSDCORB” that entails the functions of management
Luther Gullick
Completely enumerate the 7 keywords that Luther Gullick has mentioned.
Planning
Organizing
Staffing
Directing
Co-ordination
Reporting
Budgeting
According to ___________, their given functions of management are the most widely used.
Koontz and O’Donnell
What are the 5 functions of management given by Koontz and O’Donnell?
Planning
Organizing
Staffing
Directing
Controlling
This is the basic function of management.
Planning
__________ is deciding in advance–what to do, when to do, and how to do it (Koontz)
Planning
This bridges the gap from where we are and where we want to be
Planning
It is a systematic thinking about ways and means for accomplishment of predetermined goals
Planning
This is the process of bringing together physical, financial, and human resources and developing productive relationship amongst them for achievement of organizational goals
Organizing
“to __________ a business is to provide it with everything useful or its functioning”
Organize
Enumeration:
Organizing as a process involves:
- 3.
4.
5.
- Identification of activities
- Classification of groupings of activities
- Assignment of duties
- Delegation of authority & Creation of responsibility
- Coordinating authority and responsibility relationships
This is the function of manning the organization structure and keeping it manned.
Staffing
What is the main purpose of staffing?
To put right man on right job
This part of managerial function is wherein it actuates the organizational methods to work efficiently for achievement of organizational purposes
Directing
This part of managerial function is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating subordinate for the achievement of organizational goals
Directing
“This is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”
Controlling
“Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation” is stated by whom?
Theo Haimann
“This is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”
Controlling
Enumerate the four steps of controlling:
- Establishment of standard performance
- Measurement of actual performance
- Comparison of actual performance w/ the standards and finding out deviation if any
- Corrective action
