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Management Flashcards

1
Q

what are the five functions of management

A
  1. planning
  2. organizing
  3. staffing
  4. directing
  5. controlling
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2
Q

define the planning aspect of management

A

creating policies (boundaries to operate in) and procedures (sequence of activities)

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3
Q

what are the three types of planning

A

short-range: 1 year or less (often the operational budget)
long-range: up to 5 years (goals and objectives)
strategic: best way to accomplish said goals and objectives

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4
Q

define vision

A

the aspiration, goals, and future of the company
something to be accomplished

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5
Q

define mission

A

core purpose, present
something to be pursued for accomplishment

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6
Q

define the organizational aspect of management

A

making the organizational chart of the company

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7
Q

what does the organizational chart show

A

lines of authority (not degree of authority)

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8
Q

difference between line vs staff positions

A

line: a position that has authority and responsibility for achieving the major goals of the organizations (nurse, doctor)
staff: provides specialized expertise and assistance to line positions (IT service)

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9
Q

define chain of command

A

shows command relationship from top to bottom

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10
Q

define unity of command

A

each employe is accountable to one supervisor

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11
Q

define span of control

A

how many people are under direction of one person

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12
Q

narrow vs wide span of control (and when each is used)

A

narrow span: 1 manager for small number of employees (for new hires/less expertise)
wide span: 1 manager for large number of employees (for old hires/more expertise)

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13
Q

define motion economy

A

how to use the human body to reduce motion

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14
Q

define occurrence sampling

A

observing randomly to determine % time idle vs working (optimize/fix if needed)

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15
Q

define flow diagram

A

the path of a worker

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16
Q

define cross charts

A

the placement, movement, and space of equipment

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17
Q

define process chart

A

a step-wise chart using symbols

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18
Q

define operation chart

A

the movement of hands

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19
Q

define the directing aspect of management

A

distributing and delegating

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20
Q

barriers to directing

A

lack of confidence, feeling as if you don’t need subordinates, feeling a loss of power with directing

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21
Q

how to overcome directing barriers

A

communication

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22
Q

define the communication channels:
1. upward
2. downward
3. horizontal
4. diagonal
5. informal

A
  1. upward: employee > boss
  2. downward: boss > employee
  3. horizontal: department A > department B
  4. diagonal: direct communication between diagonally placed departments
  5. informal: person > person
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23
Q

define the motivational theory: Maslow’s Hierarchy of Needs

A

each person has the following needs, and they must be fulfilled in this order
1. physiological needs (food, air, water, etc.)
2. safety needs (security, resources)
3. love and belonging (friendship, family, connection)
4. esteem (respect, status, recognition)
5. self-actualization (desire to become most one can be)

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24
Q

define the motivational theory: Herzberg’s Two Factor Theory

A

people have maintenance factors and motivational factors

maintenance factors prevent people from becoming motivations if not filled (money, relationship, benefits)

motivation factors enrich the job and add to self-actualization

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25
Q

define the motivational theory: McClelland’s Theory

A

everyone has three goals
1. need to achieve
2. need for power
3. need for affiliation

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26
Q

define the motivational theory: McGregor Theory X, Y

A

theory X: people don’t like their job, and they must be motivated with fear and coercion

theory Y: people like their job, and they can be motivated with teams and participation

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27
Q

define the motivational theory: Theory Z

A

employees are the greatest assets; there is high mutual employer loyalty > everyone should be involved in decision making

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28
Q

define the leadership style: autocratic

A

demands obedience, full responsibility, no questions asked

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29
Q

define the leadership style: consultative

A

allows input form others but leader makes the final decision

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30
Q

define the leadership style: bureaucratic

A

by the book - only follows the rules

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31
Q

define the leadership style: participative/democratic

A

guides and encourages group to make decision; the group’s decision is the final decision

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32
Q

define the leadership style: Laissez Faire/Free Rein

A

allows group to make all decisions with no input from the leader

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33
Q

define the leadership style: Blake and Mouton Leadership Grid

A

places five different leadership styles on a grid in respect to their concern for production or people

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34
Q

Blake and Mouton Leadership Grid: country club leadership

A

1,9
high concern for people, low concern for production

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35
Q

Blake and Mouton Leadership Grid: impoverished leadership

A

1,1
low concern for people, low concern for production

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36
Q

Blake and Mouton Leadership Grid: team management

A

9,9
high concern for people, high concern for production

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37
Q

Blake and Mouton Leadership Grid: middle of the road

A

5,5
moderate concern for people, moderate concern for production

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38
Q

Blake and Mouton Leadership Grid: authority-obedience

A

9,1
low concern for people, high concern for production

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39
Q

define the leadership style: Likert

A

benevolent autocratic: the leader uses rewards to encourage productivity but management is responsible for all decisions and there is no teamwork

exploitative autocratic: the leader imposes decisions on subordinates and uses fear to achieve employee motivation

consultative: the leader listens to subordinates, but most subordinates but do not feel responsible for organization’s goals

participative: the leader engages subordinates, solves problems with team work, and everyone feels responsible for achieving the organization’s goals

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40
Q

define the leadership style: traditional/classical

A

task, structure, authority (TSA)
job focused, no room for delineation

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41
Q

define the leadership style: systems approach to management

A

considered the whole environment/organization

input > transformation > output

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42
Q

define interdependence of parts

A

one part affects all the other parts

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43
Q

define integration

A

each part is part of a whole

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44
Q

define synergy

A

the effect of working together is greater than independently

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45
Q

define dynamic equilibrium

A

the ability to adapt to situations

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46
Q

define permeability of boundaries

A

how set are the rules in an organization?

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47
Q

define interface

A

how two systems are able to come together (with or without tension)

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48
Q

define the leadership style: Tannenbaum and Schmidt continuum

A

there is a range of leadership behaviors that depend on the degree of authority by the manager and the amount of freedom from the employee

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49
Q

define the leadership style: Fiedler Contingency Approach

A

if the situation is highly favorable or unfavorable > creates a task-oriented, autocratic design

if the situation is moderate favorable > creates a relationship-oriented, participative design

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50
Q

define the leadership style: Hersey/Blanchard/Johnson Leadership Effectiveness

A

how you lead dependent on who you are leading their the ability to follow

tell: low readiness employees (low confidence, low competence)
sell: low to moderate readiness employees (moderate confidence, low competence)
participate: moderate to high readiness employees (low confidence, high competence)
delegate: high readiness employees (high confidence, high competence)

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51
Q

define the leadership style: scientific management

A

robot-like
focuses only on the work - the physical aspects not the human aspects

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52
Q

define the controlling aspect of management

A

measures current performance with standards and creates corrective action if neededste

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53
Q

steps to controlling

A
  1. establish standards
  2. measure performance
  3. compare to standards
  4. take corrective action
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54
Q

three managerial skills

A

technical: how to do an activity
human: working with people
conceptual: ability to see organization as a whole

as you move up in management - the need for human and conceptual increase and technical decrease

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55
Q

three managerial roles

A

informational: processing info
interpersonal: providing info
decisional: using info

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56
Q

define the decision making: nominal group

A

meet as a group, rank decisions, then select

57
Q

define the decision making: Delphi technique

A

consensus of experts

58
Q

define the decision making: Fishbone/Ishikwa + Cause and Effect

A

helps identify all potential/probable causes to select the place to act

59
Q

define the decision making: Pareto Analysis

A

80% of the output is a result of 20% of the input

find the small causes that will result in big effects

60
Q

define the decision making: Queuing Theory

A

balances the cost of waiting in line with the cost of preventing the line

61
Q

define reward power

A

has power because they have the ability to reward

62
Q

define coercive power

A

has power because they have the ability to punish

63
Q

define legitimate power

A

has power because of the position or title they hold

64
Q

define expert power

A

has power because they have knowledge or expertise in that area

65
Q

define referent power

A

has power because they have charisma and the people like them

66
Q

define job description

A

includes job title, tasks, duties, roles, and responsibilities for a certain job–in sum, what the candidate can expect to do if they get the job

67
Q

define job specification

A

includes the desired qualifications, skills, and abilities needed to complete the job –in sum, the job specification characterizes the ideal candidate

68
Q

explain the difference between a structured and unstructured interview

A

structured: same questions for all candidates
unstructured: different questions for each candidate - more common for higher level positions

69
Q

define promotion

A

being moved to a job with higher status

70
Q

define transfer

A

being moved to a job with the same status

71
Q

define separation

A

termination of the job

72
Q

what is a labor union

A

a group of workers that unite to make decisions about conditions affecting their work (wages, health care, workplace)

73
Q

define face of the union

A

the elected representative of the union that engages in bargains

74
Q

types of unions

A

union shop
closed shop
open shop
agency shop

75
Q

define union shop

A

must join the union after being hired
*illegal in gov positions

76
Q

define closed shop

A

must be a union member before getting hired
*illegal in gov positions

77
Q

define open shop

A

you choose if you want to join or not

78
Q

define agency shop

A

don’t have to join union but must pay the agency fee

79
Q

define collective bargaining

A

how to bargain with the employer > for the entire staff

80
Q

what are the steps for collective bargaining

A
  1. bargaining: shop steward and management talk
  2. mediation: neutral person settles differences; non-binding agreement
  3. arbitration: conduct hearing to resolve disputes; binding agreement
81
Q

National Labor Relations Act (Wagner Act) (1935)

A

guarantees the right to join a union and bargain

82
Q

Fair Labors Standards Act (1938)

A

outlawed child labor
set minimum wage
established 40 hour work week

83
Q

Norris-La Guardia Act (1932)

A

anti-injunction act - prevents employers from forcing new employees to sign agreement to NOT join a labor union

84
Q

Labor Management Relations Act (Taft-Hartley Act) (1947)

A

specified “unfair labor practices by union” and outlawed closed shops

85
Q

Labor Management Reporting and Disclosure Act (Landrum Griffin) (1959)

A

regulate internal union affairs
sets code of conduct for unions

86
Q

Unemployment Compensation

A

insurance against loss of income (each state has its own laws)

87
Q

Workman’s Compensation

A

insurance that covers employer’s liability for costs of an accident by an employee on the job

88
Q

Civil Right Act (1964)

A

prevents discrimination based on race/color/national origin

89
Q

Equal Employment Opportunity Act

A

prevents discrimination in employment based on race, color, religion, sex, origin, or political affiliation

90
Q

Age Discrimination in Employment Act

A

prevents discrimination in employment based on age

91
Q

Family and Medical Leave Act

A

12-weeks of unpaid job-protected leave (pregnancy care for family member, medical leave)

when you return, you are not guaranteed the same job, just an equal job

92
Q

Americans with Disabilities Act

A

protects individuals with disabilities against discrimination (including in workplace)
employers are legally obligated to fulfill “reasonable accommodations”

93
Q

Health Insurance Portability and Accountability Act (HIPAA)

A

can transfer coverage of existing illness to new employer’s insurance plan

94
Q

Affordable Care Act (Obama Care)

A

expanded healthcare coverage for employees and their families

95
Q

how should you discipline

A

oral warning > written warning > suspension > dismissal

consistently, privately, always about the action, not the person

96
Q

types of performance appraisals

A

merit rating: 1-5
checklist: yes or no questions
critical incident: negative or positive events from past year
self-assessment

97
Q

what is the halo effect

A

only focusing on the positive during performance appraisals

98
Q

what is the leniency of effort

A

higher ratings are given than actually earned

99
Q

what is the error of central tendency

A

tells everyone they are pretty much average

100
Q

types of budgets

A

operative, capital, cash

101
Q

define operative budget

A

income + expenses (food and labor)

102
Q

define capital budget

A

facilities, equipment, repairs, expansions

103
Q

define cash budget

A

cash inflow and outflow

104
Q

five methods to establish a budget

A

traditional (incremental)
zero-based
fixed
flexible
performance

105
Q

define a traditional budget method

A

uses the past year’s budget plus and inflation rate

106
Q

define a zero-based budget method

A

begins at zero - planning oriented

107
Q

define a fixed budget method

A

doesn’t change throughout the year

108
Q

define a flexible budget method

A

flexible to changes throughout the year

109
Q

define a performance budget method

A

what it costs to perform an activity

110
Q

define top-down vs. bottom-up budget making

A

top-down: the top management decides the budget and tells the teams

bottom-up: the teams give input into the budget, the management decides on budget and relays information

111
Q

fixed cost vs. variable cost

A

fixed: always there; not dependent on business
variable: depends on level of business

112
Q

direct vs. indirect cost

A

direct cost: depends on the level of business
indirect cost: does not depend on the level of business

113
Q

semi-variable costs

A

both fixed and variable (utilities)

114
Q

define general ledger

A

summary of expenses and revenue for a month - divided into categories

115
Q

define income statement

A

shows operating results (income, expenses, profit/losses) over an accounting period
DYNAMIC

116
Q

define balance sheet

A

list assets (what you own), liabilities (debts), and owner’s equity (capital) on a specific date
STATIC

117
Q

define assets (current and fixed)

A

goods and products owned
current: accounts receivable, inventory, accumulated depreciation
fixed (permanent): land, building equipment

118
Q

define liabilities (current and long-term)

A

debts
current: have to be paid within one year
long-term: do not have to be pained within one year

119
Q

owner’s equity =

A

assets - liabilities

120
Q

define marketing

A

the creating, communicating, delivering, and exchanging offerings for a value

121
Q

4 P’s of marketing (marketing mix)

A

product: the thing
price: the value
place: the distribution
promotion: the marketing

122
Q

geographic marketing target

A

people who live in a certain area

123
Q

demographic marketing target

A

people of a certain population (age, gender, religion)

124
Q

psychographic marketing target

A

people of a certain mindset (health-focused)

125
Q

behavioristic marketing target

A

people who shop similarly (weekly, occasionally)

126
Q

define strategic marketing type

A

long-term view, resources allocated, objectives set after defining the market

127
Q

define social marketing type

A

to advance a social cause, behavior, idea

128
Q

define business marketing type

A

to fill a need

129
Q

define service marketing type

A

to fill a service

130
Q

define service

A

it is intangible, inseparable, perishable, and has heterogenicity

131
Q

define TQM

A

total quality management - improve processes in organization to enhance customer satisfaction

132
Q

what is the TQM: FOCUS-PDCA

A

a type of TQM

find > organization > clarify > understand > select

plan > do > check > act

133
Q

what is the TQM: FADE

A

a type of TQM

focus > analyze > develop > execute

134
Q

define CQI

A

continuous quality improvement: focus on the organization (not the people) - there is always something that can be done to improve

135
Q

three parts of CQI

A

data collection
team involvement
customer satisfaction

136
Q

quality is determined by

A

customer satisfaction

137
Q

define six sigma

A

quality by removing defects and causes of defects

138
Q

define kaizen

A

making continuous, small, incremental improvements

139
Q

define lean

A

use less capital, human, effort, space, and time to create products exactly how the customer wants them (with less defects)

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