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MT 23 > lesson 1 - Introduction to Management > Flashcards

lesson 1 - Introduction to Management Flashcards

laboratory management

1
Q

Coordinating with and through people in order to achieve a goal

A

Management

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2
Q

Five core components of management are
(MAFRA)

A
  1. Mission
  2. Authority to achieve mission
  3. Financial, material, and human resources
  4. Responsibility for achieving goals
  5. Accountability for resources use
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3
Q
  • There has to be a level of authority or a person in an organization who can effectively influence or lead the members
A

Authority to achieve mission

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4
Q

Part of the planning procedure, you have to give duties and job descriptions in a particular member in the organization

A

responsibility for achieving goals

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5
Q

Documentations, reports, and how we are using our financial resources

A

Accountability for resources use

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6
Q
  • “If it’s not written down, if it doesn’t exist in the document, then it doesn’t exist at all.”
A

accountability for resources use

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7
Q

The main difference is______ is a component of management.

A

leadership

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8
Q

Manifested by managers in order to achieve goals

A

leadership

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9
Q

entails modeling the behavior, attitude, and values that inspire the other to work together enthusiastically

A

leadership

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10
Q

need a leader who can mobilize his/her people to work enthusiastic or harmony to achieve the goals of the organization

A

leadership

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11
Q

can be perceived as a position of influence

A

leadership

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12
Q

may function through the use of power

A

leadership

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13
Q

helps the management in a particular goal; to dpo that, the leader should have influence or power over

A

leadership

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14
Q

without these perceptions, a leader won’t be a leader
THE POWER IN LEADER
(ERLR)

A
  1. expert or informational
  2. reward or coercive
  3. legitimate
  4. referent
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15
Q

given to leader based on their SKILLS and KNOWLEDGE

A

expert or informational

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16
Q

leaders that effectively reward or punish member for compliance

A

reward or coercive

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17
Q

the most harsh responsibility

A

reward or coercive

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18
Q

confirmed by the organization

A

legitimate

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19
Q

based on the INFLUENCE or IDENTIFICATION with the leader

A

referent

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20
Q

Leader or Manager
> Administrator

A

Leader

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21
Q

Leader or Manager
> Organizer and developer

A

leader

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22
Q

Leader or Manager
> Risk Taker

A

leader

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23
Q

Leader or Manager
> inspiration

A

leader

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24
Q

Leader or Manager
> long term thinking

A

leader

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25
Q

Leader or Manager
> asks what and why

A

leader

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26
Q

Leader or Manager
> questions status quo

A

leader

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27
Q

Leader or Manager
> doing the right thing

A

leader

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28
Q

Leader or Manager
> implements

A

manager

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29
Q

Leader or Manager
> maintains control

A

manager

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30
Q

Leader or Manager
> focused on short term goals

A

manager

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31
Q

Leader or Manager
> asks how and when

A

manager

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32
Q

Leader or Manager
> watches bottom line

A

manager

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33
Q

Leader or Manager
> accepts status quo

A

manager

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34
Q

Leader or Manager
> does things right

A

manager

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35
Q

the two most common concept in management

A

leader and manager

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36
Q

very directional; there is long term thinking; there is vision; there is forward thinking

A

leader

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37
Q

management; deals a lot because it is already there or currently there; tries to manage or operate

A

manager

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38
Q

pertains the activities to involve a cooperation on the organization

A

administration

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39
Q

very big part; part of the leadership

A

administration

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40
Q

Perceived as activities involving the operation of an organization

A

administration

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41
Q

What are the four-management function? PODC

A

Planning
organizing
directing / leading
controlling

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42
Q
  1. formulating strategies for realizing goals
  2. objective setting
  3. goal setting
  4. mission and vision setting

is it:
planning, organizing, directing or leading, or controlling

A

Planning

43
Q

Assembling the resources for implementing a plan of action
is it:
planning, organizing, directing or leading, or controlling

A

organizing

44
Q

Leading in achieving tasks important in management plan

is it:
planning, organizing, directing or leading, or controlling

A

Directing or leading

45
Q

monitoring and feedback

s it:
planning, organizing, directing or leading, or controlling

A

controlling

46
Q

Throughout the years, how did people form a foundation in order to manage organization

A

Management Theories

47
Q

there are 2 types of management theory which are

A
  1. classical theory
  2. modern theory
48
Q

in this theory, they believe that people are driven by economic incentives

A

classical theory

49
Q

the emphasis on this theory is more on economic gains and more on the structure of the organization as a whole

A

classical theory

50
Q

classical theory operated through a predominantly economic view, which are: PIIO

A
  1. people are motivated in economic gains
  2. individuals are passive resources to be manipulated and controlled
  3. irrational emotions must be regarded
  4. organizations can be designed to control emotions and dysfunctional behaviors of employees.
51
Q

A lot of the classical theories goes on the _______________________ they don’t really have much concern themselves with the people in the organization.

A

structure of the organization,

52
Q

this theory operates under the economic view that we are all slaves or section

A

classical theory

53
Q

this management theory’s primary decision is to make money

A

classical theory

54
Q

he is an economist and forefather of the CAPITALIST THINKING

A

Adam Smith

55
Q

he is the reason we look at the classical theory management as a capitalist

A

Adam Smith

56
Q

the classical: scientific theory was developed by

A

Frederick Taylor

57
Q

this theory applies a scientific approach to studying organizations

A

classical: scientific theory

58
Q

improves productivity by breaking works down into SEGMENTS to improve efficiency, removing all alternative (one best way)

A

classical scientific theory

59
Q

what we do to get the most efficient work flow is BREAKING IT DOWN into segments

A

classical: scientific theory

60
Q

Classical theory is divided into 2 theories which are:

A

scientific and bureaucratic theory

61
Q

classical: bureaucratic theory was developed by

A

max weber

62
Q

this type classical theory deals a lot of hierarchies

A

classical: bureaucratic theory

63
Q

this type of classical theory entails dividing organizations into hierarchies

A

classical: bureaucratic theory

64
Q

this type of classical theory establishes lines of authority and control

A

bureaucratic theory

65
Q

this type of classical theory develops SOP for all routine tasks

A

bureaucratic theory

66
Q

this type of classical theory is prone to red tape

A

bureaucratic theory

67
Q

what are the characteristics of classical: bureaucratic theory? DEPED D

A
  1. developed by max weber
  2. deals a lot of hierarchies
  3. establishes lines of authority and control
  4. entails dividing organization into hierarchies
  5. develops SOP for all routine tasks
  6. prone to red tape
68
Q

Extremely massive, and you have to go through so many steps just to complete a specific procedure.

A

classical: bureaucratic theory

69
Q

the reason why classical theory was really used because of the ____________

A

industrial revolution

70
Q

the problem of classical theory was they think people are just

A

resources

71
Q

it focuses on the interaction between people within organization or their behavior as groups

a. classical
b. modern

A

b. modern

72
Q

assumes SOCIAL PROCESSES plays a dominant role in determining working attitudes and behaviors

a. classical
b. modern

A

b. modern

73
Q

person-centered approach; takes into account needs of workers into the discussion

a. modern
b. classical

A

a. modern

74
Q

what are the two examples of theories that is where it is a person-centered approach that takes into account needs of workers into the discussion

A
  1. Maslow’s hierarchy of needs
  2. Douglas McGregor’s motivational theories
75
Q

to account the NEEDS OF THE PEOPLE in the organization

a. modern
b. classical

A

a. modern

76
Q

by the use of this, you can determine the best for the organization based on these things

A

modern: organizational behavior

77
Q

theory that deals a lot of the structure of the organization, it does not take people into an account

A

Classical theory

78
Q

very flexible structure, takes account on the employees or workers in the organization

A

modern theory

79
Q

this analysis from modern theory views organization as a continuous process interacting within itself and with its environment

A

systems analysis of modern theory

80
Q

this analysis from modern theory is project-based; strives toward organizational synergy

A

system analysis

81
Q

this analysis from modern theory led to the emergence of contingency approach to management

A

system analysis

82
Q

it is a set of moral principles, theory or system of moral values

A

ethics

83
Q

discipline dealing what is good and bad and with moral duty and obligation

A

ethics

84
Q

involves learning what is right and wrong

A

ethics

85
Q

it argued whether it is absolute or relative

A

ethics

86
Q

it is where we do what is right and wrong; learning what is right or wrong

A

ethics

87
Q

what are the 10 principles of ethics?

A
  1. honesty
  2. fairness
  3. integrity
  4. compassion
  5. respect
  6. responsibility
  7. loyalty
  8. compliance to law
  9. transparency
  10. environmental consciousness
88
Q

if the organization follows this, they are considered ethical

A

principles of ethics

89
Q

they are very rare to find purely ethical management in the modern times

A

principles of ethics

90
Q

MORAL PRINCIPLES that influence individuals or businesses actions when engaging in business activities

A

business ethics

91
Q

doing WHAT IS RIGHT in relation to products, services, and various stakeholders

A

business ethics

92
Q

developed in RESPONSE TO AN INCREASINGLY CONSUMER-BASED SOCIETY that showed concerns regarding the environment, social issue, and corporate responsibility

A

business ethics

93
Q

In the past, management or business can do whatever they like. But because of the negative consequences by this type of action, we know have the ________________

A

business ethics

94
Q

what are the 4 types of business ethics?

A
  1. corporate social responsibility
  2. transparency and trustworthiness
  3. technological practices
  4. fairness and inclusivity
95
Q

the type of business ethics that is MEETING THE NEEDS OF THE STAKEHOLDERS while taking consideration the effects on employees, the environment, the society, and the community in which business operates

A

corporate social responsibility

96
Q

The type of business ethics where the business or the management must meet the needs of the stakeholders

A

corporate social responsibility

97
Q

SOCIAL RESPONSIBILITY OF YOUR BUSINESS OR MANAGEMENT

A

corporate social responsibility

98
Q

this type of business ethics where it is related to how an organization willingly publicizes information pertinent to the public’s awareness

A

transparency and trustworthiness

99
Q

what are the examples of transparency and trustworthiness?

A
  1. public administration
  2. the government must be transparent in their transactions
  3. taxes
  4. what is the confidential fund for
  5. not just applicable in a national government, but even in a simple council or student council
100
Q

this type of business ethics where it involves the RIGHT AND ETHICAL USE OF TECHNOLOGY in an organization’s practices

A

Technological practices

101
Q

this type of business ethics where it revolves around a concept that an ETHICAL WORK ENVIRONMENT IS INCLUSIVE, DIVERSE, AND FAIR to all employees regardless of beliefs, race, age, and identity

A

Fairness and Inclusivity

102
Q

what are the projects that are example of fairness and inclusivity type of business ethics

A
  1. commission project in Dumaguete
  2. Ocean gate case
103
Q

what are the characteristics of high ethics organizations? CTPC

A
  1. clear, detailed vision of what is right and wrong
  2. top management embodies the ethical vision
  3. presence of an ethics framework or program
  4. cognizant and trained members regarding to their ethical stance
104
Q

what are the benefits of ethical management?
MISSISIP

A
  1. substantial benefits in society
  2. provides moral compass in complex times
  3. strong teamwork and productivity
  4. individual growth and meaning in employee
  5. manages values associated with quality management, strategic planning, and diversity management
  6. improves trust and communications between employees
  7. insurance of legal company policy
  8. strong public image

MT 23 (3 decks)

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