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Introduction To MANAGEMENT Flashcards

1
Q

Getting things done through people
Focuses on task, achievement, people

A

MANAGEMENT

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2
Q

Management

A

▪ Management as a systematic process of planning, organizing, staffing, leading and controlling.

It is the coordination and administration of tasks to achieve a goal.

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3
Q

FUNCTIONS OF MANAGEMENT

IN ORDER!!!!!!!!

A

• Planning
• Organizing
• Leading/Directing
• Controlling

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4
Q

Foundation area of management

A

PLANNING

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5
Q

Delivering strategic value

A

PLANNING

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6
Q

Specifying the goals to be achieved

A

PLANNING

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7
Q

Deciding what actions are needed to achieve the goals

A

PLANNING

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8
Q

get the resources
• machines, people, etc….

A

ORGANIZING

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9
Q

Assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals

A

ORGANIZATION

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10
Q

Attracting people, specifying job responsibilities, grouping jobs into work units

A

ORGANIZING

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11
Q

marshaling and allocating resources,

creating conditions so people and things work together

A

ORGANIZING

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12
Q

Stimulating people to be high performers

A

LEADING/ DIRECTING

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13
Q

Motivating and communicating with employees; individually and in groups

A

LEADING/ DIRECTING

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14
Q

Done daily bu the manager

A

LEADING

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15
Q

Employees must be motivated

A

LEADING

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16
Q

Monitors performance and implements necessary changes

A

CONTROLLING

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17
Q

Evaluation

A

CONTROLLING

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18
Q

CONTROLLING

Makes sure that:

A

Resources are being used properly

Organization is meeting its goals, e.g. quality and worker safety

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19
Q

________ SHOULD DEVOTE ADEQUATE______ and ______ TO ALL FOUR FUNCTIONS

A

MANAGERS

ATTENTION AND RESOURCES

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20
Q

MANAGEMENT ROLES

A

Decisional
Informational
Interpersonal

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21
Q

What management role?

MAKE DECISIONS ON THE SPOT!

Managers make key decisions, allocate resources, and handle conflicts to guide the organization effectively.

A

Decisional Roles

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22
Q

What management role?

USE OF INFORMATION AND RELAY

Managers gather, share, and analyze information to keep stakeholders informed and support decision-making.

A

Informational Roles

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23
Q

What management role?

DEALS WITH OTHER PEOPLE

Managers interact with others to lead, motivate, and build relationships within and outside the organization.

A

Interpersonal Roles

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24
Q

INFORMATIONAL ROLES

A

Monitor
Disseminator
Spokesperson

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25
DECISIONAL ROLES
Entrepreneur Disturbance handler Resource allocator Negotiator
26
INTERPERSONAL ROLES
Figurehead Leader Liaison
27
Receives wide variety of Information;
MONITOR
28
serves as nerve center of interal and external information of the organization
MONITOR
29
Handing all mail and contacts, categorized as concerned - primarily with receiving information
MONITOR
30
Transmits information received from ***outsiders or other subordinates to members of the organization***
DISSEMINATOR
31
Forwarding mall into organization for information purposes; verbal contacts Involving information flow to subordinates, such as, review sessions
DISSEMINATOR
32
Transmits information to outsiders on organization's plans, policies, actions, and results: serves as expert on organization's industry
SPOKESPERSON
33
Board meeting; handling contacts involving transmission of information to outsiders
SPOKESPERSON
34
Searches organization and its environment for ***opportunities and initiates projects*** to bring about change
ENTREPRENEUR
35
Strategy and review sessions involving initiation or design of improvement projects
ENTREPRENEUR
36
Responsible for ***corrective action*** when organization faces important, unexpected disturbances
Disturbance handler
37
Strategy and review sessions involving disturbances and crises
Disturbance handler
38
Making or approving significant organizational decisions
Resource allocator
39
Scheduling; requests for authorization; budgeting. the programming of subordinates work
Resource allocator
40
Responsible for representing the organization at major negotiations
NEGOTIATOR
41
Contract negotiation
NEGOTIATOR
42
Symbolic head;
FIGUREHEAD
43
required to perform a number of routine duties of a legal or social nature
FIGUREHEAD
44
Ceremonies, status request, solicitations
FIGUREHEAD
45
Responsible for the motivation and direction of subordinates
LEADER
46
Virtually all managerial activities involving subordinates
LEADER
47
Maintalns a network of outside contacts who provide favors and information
LIAISON
48
Acknowledgement of mall, external board/work
LIAISON
49
WHAT IS MANAGEMENT PLANNING?
• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future • Provides units with a flexible map to follow
50
• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future • Provides units with a flexible map to follow
MANAGEMENT PLANNING
51
BASIC PLANNING PROCESS SAGGI
• Situational analysis • Alternative goals and plans • Goals and plan evaluation • Goals and plan selection • Implement, monitor, and control
52
: analyze the market and your abilities
Situational analysis
53
: include contingency plans
• Alternative goals and plans
54
: advantages and disadvantages
• Goal and plan evaluation
55
: select the BEST
• Goal and plan selection
56
LEVELS OF PLANNING STO
STRATEGIC PLANNING (3-7 years) TACTICAL PLANNING (1-2 years) OPERATIONAL PLANNING (<1 year)
57
• Making decisions about the long-term goals and strategies of the organization
STRATEGIC PLANNING (3-7 years)
58
STRATEGIC PLANNING yrs
(3-7 years)
59
• Translating broad strategic goals into specific goals and plans relevant to a particular unit in the organization
TACTICAL PLANNING
60
TACTICAL PLANNING
(1-2 years)
61
• Identifies the specific procedures and processes required at lower levels of the organization
OPERATIONAL PLANNING
62
OPERATIONAL PLANNING
(<1 year)
63
: basic purpose of the organization
MISSION
64
: what do we want to become? Perspective on where the organization is headed and what it can become
VISION
65
: St. Luke's Medical Center will be an internationally recognized academic medical center by the year 2020
Vision
66
: We are committed to deliver state of the art healthcare because at St. Luke's Medical Center, the needs of our patients come first.
Mission
67
SWOT ANALYSIS
Strength Weakness Opportunities Threats
68
Characteristics of a business which give it advantages over its competitors
STRENGTHS
69
Characteristics of a business which make it disadvantageous relative to competitors
WEAKNESSES
70
Elements in a company's external environment that allow it to formulate and implement strategies to Increase profitability
OPPORTUNITIES
71
Elements in the external environment that could endanger the integrity and profitability of the business
THREATS
72
Depicts the arrangement of positions in the organization
ORGANIZATIONAL CHART
73
Org chart • Common purpose:
unification of all members
74
Solid lines:
Who reports to whom?
75
Boxes with titles:
different clusters of jobs/departments
76
: many units that work on different tasks
Differentiation
77
: differentiated work is coordinated into an overall product
Integration
78
VERTICAL STRUCTURE
Authority Responsibility Span of control Delegation Decentralization
79
legitimate right inherent to positions (e.g. make decisions, give orders)
AUTHORITY
80
: obligation to perform tasks
RESPONSIBILITY
81
: number of subordinates who report directly to an executive or supervisor (Ideal: 5)
SPAN OF CONTROL
82
: assignin a task to someone at a lower level
DELEGATION
83
more decisions are made at lower levels
DECENTRALIZATION
84
HORIZONTAL STRUCTURE • Departmentalization
Groupings into departments Different functions and skills Division of labor

Lab Management (18 decks)

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