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IPAML MIDTERM > M1 > Flashcards

M1 Flashcards

1
Q

Discipline of managing things in the best possible manner

A

Management

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2
Q

Art/skill of getting the work done through/with others

A

Management

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3
Q

Can be found in all fields like educ, hospitality etc.

A

Management

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4
Q

Quality of influencing people so that obj are attained WILLINGLY & ENTHUSIASTICALLY

A

Leadership

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5
Q

Major element of management

A

Leadership

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6
Q

Formulate obj, programs, policies, procedures, rules and regulations to achieve goals of the business

A

Planning

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7
Q

Related to decision-making as it selects the best course of action to follow

A

Planning

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8
Q

Involves “FORCEASTING”/ making decisions in advance

A

Planning

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9
Q

Used to accomplish the present obj & its relationship in the future

A

Planning

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10
Q

Most critical element of management

A

Planning

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11
Q

7 acts of planning

A

• Developing obj
• Forecasting
• Programming
• Scheduling
• Budgeting
• Developing policies
• Establishing procedures

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12
Q

Establish the results to be accomplish

A

Developing objectives

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13
Q

Estimates & practice future conditions & events. [END RESULT]

A

Forecasting

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14
Q

Establish the sequence & priority of action

A

Programming

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15
Q

Establish a time sequence for program step

A

Schedulin

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16
Q

Allocate resources to achieve an obj within specified period of time.

A

Budgeting

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17
Q

Establish standing decision that applies to concern to the enterprise as a whole in achieving its objectives
[Rules/guidelines essential in decision making]

A

Depeloping policies

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18
Q

Standardize the WORK THAT MUST BE DONE uniformly if the obj are to be achieved

A

Establishing procedures

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19
Q

Grouping together ppl, establishing relationships among themand defining authority and responsibility that the responsibility that the personnel have

A

Organizing

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20
Q

Manager assumes various roles and possess various skills

A

Manager,’s role and skill

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21
Q

These are inherent behavior for any manager of any kind of onrganization

A

Manager’s skills & roles

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22
Q

Patterns of bahevior that are EXPECTED of the manager (in the way they function)

A

Manager’s skill & role

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23
Q

Interpersonal roles (3)

A

Liason
Figure head
Leadership

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24
Q

3 Informational

A

Monitor
Spokesperson
Disseminator

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25
Q

4 decisional

A

Resource Allocator
Navigator
Disturbance handler
Entrepreneur

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26
Q

This role includes hiring, training, motivating and
disciplining employees.

A

Leadership

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27
Q

The manager, as in charge of the organization /
department, coordinates the work of others and
leads his subordinates.

A

Leadership

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28
Q

Formal authority and functional authority provides
greater potential power to exercise and get the
things done

A

Leadership

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29
Q

Managers perform the duties of a
ceremonial and symbolic in nature such as
welcoming official visitors, signing legal
documents etc., as head of the
organization or strategic business unit or
department.

A

Figure head

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30
Q

Manager has to perform the functions of
motivation, communication, encouraging team
spirit and the like.

A

Liason role

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31
Q

He has to coordinate the activities of all his
subordinates

A

Liaison role

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32
Q

Requires the manager to interact with other
managers outside the organization to secure
favours and information

A

Liaison role

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33
Q

The manager represents his organization in all
matters of formality.

A

Liaison role

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34
Q

Manager gets the information by scanning his
environment, subordinates, peers and superiors.

A

Monitor role

35
Q

Manager seeks and receives information concerning internal and external events so as to
gain understanding of the organization and its
environment

A

Monitor role

36
Q

This is done through reading magazines and talking
with others to learn the changes in the public’s tastes, what competitors may be planning, and the
like

A

Monitor role

37
Q

They represent the organization to outsiders

A

Spokesperson role

38
Q

Required to speak on behalf of the organization and
transmit information on organization’s plan, policies
and actions

A

Spokesperson role

39
Q

Has to keep his superior informed of every
development in his unit, who in turn informed the
insiders and outsiders.

A

Spokesperson role

40
Q

Passes some of the privileged information directly to his subordinates, peers and superiors who
otherwise have no access to it

A

Disseminator role

41
Q

Managers are responsible for allocating human, physical and monetary resources

A

Resource allocator

42
Q

Setting up of a time schedule for the completion of an
operation or approval of expenditure on a particular project,
etc.

A

Resource allocator

43
Q

Should have an open-door policy and allow the subordinates
to express their opinions and share their experiences, in
making effective decisions.

A

Resource allocator

44
Q

Manager should empower his subordinates by delegating his
authority and power.

A

Resource allocator

45
Q

Managers take corrective action to response to
previously unforeseen problems

A

Disturbance handler

46
Q

The manager involuntarily responds to pressures. For
example, worker strike, declining sales, bankruptcy
of a major customer etc.

A

Disturbance handler

47
Q

The manager should have enough time in handling
disturbance carefully, skillfully and effectively

A

Disturbance handler

48
Q

Manager represents the organization in bargaining and
negotiations with outsiders and insiders, in order to gain
advantages for his own unit

A

Negotiator role

49
Q

Negotiates with the subordinates for improved
commitment and loyalty, with the peers for cooperation,
coordination and integration, with workers and their
unions regarding conditions of employment,
commitment, productivity, with the government abt providing facilities for bussiness expnasion etc.

A

Negotiator role

50
Q

Manager is a creator and innovator

A

Entrpreneur role

51
Q

The manager would like to have new ideas, initiates
new projects and initiates the developmental
projects.

A

Entrpreneurship

52
Q

Seeks to improve his department, adapt to the
changing environmental factors

A

Entrepreneurship

53
Q

Initiates and oversees new products that will
improve their organization’s performance

A

Entrepreneurhip

54
Q

3 steps of Organizing

A

3 steps:
1. identification or grouping
of the work done
2. delegation of authority
and responsibility
3. establishment of
relationships among them

55
Q

It is a process of identifying
all the tasks to be performed
within the pharmacy and
then grouping them in a
logical way.

A

Organizing

56
Q

The work of a manager is to entrust
others with responsibility and authority
and to create accountability for results

A

Delegating

57
Q

The sum of the rights and power assigned to a position

A

Authority

58
Q

The obligation to perform
responsibility and exercise authority in
conformance with understood and
accepted performance standards.

A

Accountability

59
Q

Managers must have
technical knowledge of the
job to be performed and the
feel for the human element
of how people will fit in their
work environments.

A

Staffing

60
Q

Staffing determines

A

• Postion to be filled
• Job description
• Source of potential applicants
• Search, interview and select applicants
• Orient and train new employee
• Evaluate their performance

61
Q

A process which sets
personnel goals; establishes work
standards; develops leadership style;
motivate personnel, trains and
retrains personnel; evaluate
personnel; discipline and dismiss
personnel as necessary, promote
personnel

A

Directing

62
Q

involves keeping
personnel and other resources
focused on the goals of the
pharmacy and ensuring that they
are used in a manner consistent
with the policies established by the
owner.

A

Directing (NAG UUTOS)

63
Q

It is a continuous process.

A

Directing

64
Q

It is a process of finding different
ways to keep personnel
productivity and motivated to
achieve the goals of the
pharmacy.

A

Directing

65
Q

▫ It is challenging task that often
separates the highly competent
from the less skilled managers.

A

Directing

66
Q

It involves periodic assessment of
the status of the pharmacy.

A

Controlling

67
Q

The most important consideration
in CONTROLLING is

A

Monitor the company’s progress as it moves in fiscal year

68
Q

When properly used, it is the manager‘s fail- safe mechanism.

A

Controlling

69
Q

It identifies problems and
opportunities in their early stages so
as to provide time to take appropriate
actions.

A

Controlling

70
Q

In this way, many problems can be
eliminated or at least alleviated and
opportunities can be taken advantage
of while it still exists.

A

Controlling

71
Q

2 ways in which control can be maintained

A

Quali & quanti

72
Q

Quantitative

A

• Inventory
• Financial statements

73
Q

Quali

A

• Employee’s performance
• Patient satisfaction

74
Q

PRESIDENTS, CHIEF EXECUTIVE
OFFICERS, OR SENIOR VICE
PRESIDENTS.

A

TOP LEVEL OF MANAGEMENT

75
Q

BRANCH MANAGERS, PROJECTS
MANAGERS, FARM MANAGERS,
OR FINANCE MANAGERS.

A

MIDDLE LEVEL OF MANAGEMENT

76
Q

PRODUCTION SUPERVISORS,
CLERICAL SUPERVISORS,
SCHOOL SUPERVISORS, OR
HOSPITAL SUPERVISORS

A

FIRST LEVEL OF MANAGEMENT

77
Q

Role model

A

Figurehead

78
Q

Representative

A

Liason role

79
Q

Overseeing

A

Monitor role

80
Q

The one we follow

A

leader role

81
Q

Informant

A

Spokesperson

82
Q

Posess message

A

Dessiminator

83
Q

Approves expenditure

A

Resource allocator

84
Q

Act corrective actions under pressure

A

disturbance handler

IPAML MIDTERM (3 decks)

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