lesson 1 - Introduction to Management Flashcards
laboratory management
1
Q
Coordinating with and through people in order to achieve a goal
A
Management
2
Q
Five core components of management are
(MAFRA)
A
- Mission
- Authority to achieve mission
- Financial, material, and human resources
- Responsibility for achieving goals
- Accountability for resources use
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
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
5
Q
Documentations, reports, and how we are using our financial resources
A
Accountability for resources use
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
7
Q
The main difference is______ is a component of management.
A
leadership
8
Q
Manifested by managers in order to achieve goals
A
leadership
9
Q
entails modeling the behavior, attitude, and values that inspire the other to work together enthusiastically
A
leadership
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
11
Q
can be perceived as a position of influence
A
leadership
12
Q
may function through the use of power
A
leadership
13
Q
helps the management in a particular goal; to dpo that, the leader should have influence or power over
A
leadership
14
Q
without these perceptions, a leader won’t be a leader
THE POWER IN LEADER
(ERLR)
A
- expert or informational
- reward or coercive
- legitimate
- referent
15
Q
given to leader based on their SKILLS and KNOWLEDGE
A
expert or informational
16
Q
leaders that effectively reward or punish member for compliance
A
reward or coercive
17
Q
the most harsh responsibility
A
reward or coercive
18
Q
confirmed by the organization
A
legitimate
19
Q
based on the INFLUENCE or IDENTIFICATION with the leader
A
referent
20
Q
Leader or Manager
> Administrator
A
Leader
21
Q
Leader or Manager
> Organizer and developer
A
leader
22
Q
Leader or Manager
> Risk Taker
A
leader
23
Q
Leader or Manager
> inspiration
A
leader
24
Q
Leader or Manager
> long term thinking
A
leader
25
Leader or Manager
> asks what and why
leader
26
Leader or Manager
> questions status quo
leader
27
Leader or Manager
> doing the right thing
leader
28
Leader or Manager
> implements
manager
29
Leader or Manager
> maintains control
manager
30
Leader or Manager
> focused on short term goals
manager
31
Leader or Manager
> asks how and when
manager
32
Leader or Manager
> watches bottom line
manager
33
Leader or Manager
> accepts status quo
manager
34
Leader or Manager
> does things right
manager
35
the two most common concept in management
leader and manager
36
very directional; there is long term thinking; there is vision; there is forward thinking
leader
37
management; deals a lot because it is already there or currently there; tries to manage or operate
manager
38
pertains the activities to involve a cooperation on the organization
administration
39
very big part; part of the leadership
administration
40
Perceived as activities involving the operation of an organization
administration
41
What are the four-management function? PODC
Planning
organizing
directing / leading
controlling
42
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
Planning
43
Assembling the resources for implementing a plan of action
is it:
planning, organizing, directing or leading, or controlling
organizing
44
Leading in achieving tasks important in management plan
is it:
planning, organizing, directing or leading, or controlling
Directing or leading
45
monitoring and feedback
s it:
planning, organizing, directing or leading, or controlling
controlling
46
Throughout the years, how did people form a foundation in order to manage organization
Management Theories
47
there are 2 types of management theory which are
1. classical theory
2. modern theory
48
in this theory, they believe that people are driven by economic incentives
classical theory
49
the emphasis on this theory is more on economic gains and more on the structure of the organization as a whole
classical theory
50
classical theory operated through a predominantly economic view, which are: PIIO
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
A lot of the classical theories goes on the _______________________ they don’t really have much concern themselves with the people in the organization.
structure of the organization,
52
this theory operates under the economic view that we are all slaves or section
classical theory
53
this management theory's primary decision is to make money
classical theory
54
he is an economist and forefather of the CAPITALIST THINKING
Adam Smith
55
he is the reason we look at the classical theory management as a capitalist
Adam Smith
56
the classical: scientific theory was developed by
Frederick Taylor
57
this theory applies a scientific approach to studying organizations
classical: scientific theory
58
improves productivity by breaking works down into SEGMENTS to improve efficiency, removing all alternative (one best way)
classical scientific theory
59
what we do to get the most efficient work flow is BREAKING IT DOWN into segments
classical: scientific theory
60
Classical theory is divided into 2 theories which are:
scientific and bureaucratic theory
61
classical: bureaucratic theory was developed by
max weber
62
this type classical theory deals a lot of hierarchies
classical: bureaucratic theory
63
this type of classical theory entails dividing organizations into hierarchies
classical: bureaucratic theory
64
this type of classical theory establishes lines of authority and control
bureaucratic theory
65
this type of classical theory develops SOP for all routine tasks
bureaucratic theory
66
this type of classical theory is prone to red tape
bureaucratic theory
67
what are the characteristics of classical: bureaucratic theory? DEPED D
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
Extremely massive, and you have to go through so many steps just to complete a specific procedure.
classical: bureaucratic theory
69
the reason why classical theory was really used because of the ____________
industrial revolution
70
the problem of classical theory was they think people are just
resources
71
it focuses on the interaction between people within organization or their behavior as groups
a. classical
b. modern
b. modern
72
assumes SOCIAL PROCESSES plays a dominant role in determining working attitudes and behaviors
a. classical
b. modern
b. modern
73
person-centered approach; takes into account needs of workers into the discussion
a. modern
b. classical
a. modern
74
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
1. Maslow's hierarchy of needs
2. Douglas McGregor's motivational theories
75
to account the NEEDS OF THE PEOPLE in the organization
a. modern
b. classical
a. modern
76
by the use of this, you can determine the best for the organization based on these things
modern: organizational behavior
77
theory that deals a lot of the structure of the organization, it does not take people into an account
Classical theory
78
very flexible structure, takes account on the employees or workers in the organization
modern theory
79
this analysis from modern theory views organization as a continuous process interacting within itself and with its environment
systems analysis of modern theory
80
this analysis from modern theory is project-based; strives toward organizational synergy
system analysis
81
this analysis from modern theory led to the emergence of contingency approach to management
system analysis
82
it is a set of moral principles, theory or system of moral values
ethics
83
discipline dealing what is good and bad and with moral duty and obligation
ethics
84
involves learning what is right and wrong
ethics
85
it argued whether it is absolute or relative
ethics
86
it is where we do what is right and wrong; learning what is right or wrong
ethics
87
what are the 10 principles of ethics?
1. honesty
2. fairness
3. integrity
4. compassion
5. respect
6. responsibility
7. loyalty
8. compliance to law
9. transparency
10. environmental consciousness
88
if the organization follows this, they are considered ethical
principles of ethics
89
they are very rare to find purely ethical management in the modern times
principles of ethics
90
MORAL PRINCIPLES that influence individuals or businesses actions when engaging in business activities
business ethics
91
doing WHAT IS RIGHT in relation to products, services, and various stakeholders
business ethics
92
developed in RESPONSE TO AN INCREASINGLY CONSUMER-BASED SOCIETY that showed concerns regarding the environment, social issue, and corporate responsibility
business ethics
93
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 ________________
business ethics
94
what are the 4 types of business ethics?
1. corporate social responsibility
2. transparency and trustworthiness
3. technological practices
4. fairness and inclusivity
95
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
corporate social responsibility
96
The type of business ethics where the business or the management must meet the needs of the stakeholders
corporate social responsibility
97
SOCIAL RESPONSIBILITY OF YOUR BUSINESS OR MANAGEMENT
corporate social responsibility
98
this type of business ethics where it is related to how an organization willingly publicizes information pertinent to the public's awareness
transparency and trustworthiness
99
what are the examples of transparency and trustworthiness?
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
this type of business ethics where it involves the RIGHT AND ETHICAL USE OF TECHNOLOGY in an organization's practices
Technological practices
101
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
Fairness and Inclusivity
102
what are the projects that are example of fairness and inclusivity type of business ethics
1. commission project in Dumaguete
2. Ocean gate case
103
what are the characteristics of high ethics organizations? CTPC
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
what are the benefits of ethical management?
MISSISIP
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
