Management Flashcards
1
Q
what are the five functions of management
A
- planning
- organizing
- staffing
- directing
- controlling
2
Q
define the planning aspect of management
A
creating policies (boundaries to operate in) and procedures (sequence of activities)
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
4
Q
define vision
A
the aspiration, goals, and future of the company
something to be accomplished
5
Q
define mission
A
core purpose, present
something to be pursued for accomplishment
6
Q
define the organizational aspect of management
A
making the organizational chart of the company
7
Q
what does the organizational chart show
A
lines of authority (not degree of authority)
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)
9
Q
define chain of command
A
shows command relationship from top to bottom
10
Q
define unity of command
A
each employe is accountable to one supervisor
11
Q
define span of control
A
how many people are under direction of one person
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)
13
Q
define motion economy
A
how to use the human body to reduce motion
14
Q
define occurrence sampling
A
observing randomly to determine % time idle vs working (optimize/fix if needed)
15
Q
define flow diagram
A
the path of a worker
16
Q
define cross charts
A
the placement, movement, and space of equipment
17
Q
define process chart
A
a step-wise chart using symbols
18
Q
define operation chart
A
the movement of hands
19
Q
define the directing aspect of management
A
distributing and delegating
20
Q
barriers to directing
A
lack of confidence, feeling as if you don’t need subordinates, feeling a loss of power with directing
21
Q
how to overcome directing barriers
A
communication
22
Q
define the communication channels:
1. upward
2. downward
3. horizontal
4. diagonal
5. informal
A
- upward: employee > boss
- downward: boss > employee
- horizontal: department A > department B
- diagonal: direct communication between diagonally placed departments
- informal: person > person
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)
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
25
define the motivational theory: McClelland's Theory
everyone has three goals
1. need to achieve
2. need for power
3. need for affiliation
26
define the motivational theory: McGregor Theory X, Y
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
27
define the motivational theory: Theory Z
employees are the greatest assets; there is high mutual employer loyalty > everyone should be involved in decision making
28
define the leadership style: autocratic
demands obedience, full responsibility, no questions asked
29
define the leadership style: consultative
allows input form others but *leader makes the final decision*
30
define the leadership style: bureaucratic
by the book - only follows the rules
31
define the leadership style: participative/democratic
guides and encourages group to make decision; *the group's decision is the final decision*
32
define the leadership style: Laissez Faire/Free Rein
allows group to make all decisions with no input from the leader
33
define the leadership style: Blake and Mouton Leadership Grid
places five different leadership styles on a grid in respect to their concern for production or people
34
Blake and Mouton Leadership Grid: country club leadership
1,9
high concern for people, low concern for production
35
Blake and Mouton Leadership Grid: impoverished leadership
1,1
low concern for people, low concern for production
36
Blake and Mouton Leadership Grid: team management
9,9
high concern for people, high concern for production
37
Blake and Mouton Leadership Grid: middle of the road
5,5
moderate concern for people, moderate concern for production
38
Blake and Mouton Leadership Grid: authority-obedience
9,1
low concern for people, high concern for production
39
define the leadership style: Likert
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
40
define the leadership style: traditional/classical
task, structure, authority (TSA)
job focused, no room for delineation
41
define the leadership style: systems approach to management
considered the whole environment/organization
input > transformation > output
42
define interdependence of parts
one part affects all the other parts
43
define integration
each part is part of a whole
44
define synergy
the effect of working together is greater than independently
45
define dynamic equilibrium
the ability to adapt to situations
46
define permeability of boundaries
how set are the rules in an organization?
47
define interface
how two systems are able to come together (with or without tension)
48
define the leadership style: Tannenbaum and Schmidt continuum
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
49
define the leadership style: Fiedler Contingency Approach
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
50
define the leadership style: Hersey/Blanchard/Johnson Leadership Effectiveness
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)
51
define the leadership style: scientific management
robot-like
focuses only on the work - the physical aspects not the human aspects
52
define the controlling aspect of management
measures current performance with standards and creates corrective action if neededste
53
steps to controlling
1. establish standards
2. measure performance
3. compare to standards
4. take corrective action
54
three managerial skills
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
55
three managerial roles
informational: processing info
interpersonal: providing info
decisional: using info
56
define the decision making: nominal group
meet as a group, rank decisions, then select
57
define the decision making: Delphi technique
consensus of experts
58
define the decision making: Fishbone/Ishikwa + Cause and Effect
helps identify all potential/probable causes to select the place to act
59
define the decision making: Pareto Analysis
80% of the output is a result of 20% of the input
find the small causes that will result in big effects
60
define the decision making: Queuing Theory
balances the cost of waiting in line with the cost of preventing the line
61
define reward power
has power because they have the ability to reward
62
define coercive power
has power because they have the ability to punish
63
define legitimate power
has power because of the position or title they hold
64
define expert power
has power because they have knowledge or expertise in that area
65
define referent power
has power because they have charisma and the people like them
66
define job description
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
define job specification
includes the desired qualifications, skills, and abilities needed to complete the job –in sum, the job specification characterizes the ideal candidate
68
explain the difference between a structured and unstructured interview
structured: same questions for all candidates
unstructured: different questions for each candidate - more common for higher level positions
69
define promotion
being moved to a job with higher status
70
define transfer
being moved to a job with the same status
71
define separation
termination of the job
72
what is a labor union
a group of workers that unite to make decisions about conditions affecting their work (wages, health care, workplace)
73
define face of the union
the elected representative of the union that engages in bargains
74
types of unions
union shop
closed shop
open shop
agency shop
75
define union shop
must join the union after being hired
*illegal in gov positions
76
define closed shop
must be a union member before getting hired
*illegal in gov positions
77
define open shop
you choose if you want to join or not
78
define agency shop
don't have to join union but must pay the agency fee
79
define collective bargaining
how to bargain with the employer > for the entire staff
80
what are the steps for collective bargaining
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
National Labor Relations Act (Wagner Act) (1935)
guarantees the right to join a union and bargain
82
Fair Labors Standards Act (1938)
outlawed child labor
set minimum wage
established 40 hour work week
83
Norris-La Guardia Act (1932)
anti-injunction act - prevents employers from forcing new employees to sign agreement to NOT join a labor union
84
Labor Management Relations Act (Taft-Hartley Act) (1947)
specified "unfair labor practices by union" and outlawed closed shops
85
Labor Management Reporting and Disclosure Act (Landrum Griffin) (1959)
regulate internal union affairs
sets code of conduct for unions
86
Unemployment Compensation
insurance against loss of income (each state has its own laws)
87
Workman's Compensation
insurance that covers employer's liability for costs of an accident by an employee on the job
88
Civil Right Act (1964)
prevents discrimination based on race/color/national origin
89
Equal Employment Opportunity Act
prevents discrimination *in employment* based on race, color, religion, sex, origin, or political affiliation
90
Age Discrimination in Employment Act
prevents discrimination in employment based on age
91
Family and Medical Leave Act
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
Americans with Disabilities Act
protects individuals with disabilities against discrimination (including in workplace)
employers are legally obligated to fulfill "reasonable accommodations"
93
Health Insurance Portability and Accountability Act (HIPAA)
can transfer coverage of existing illness to new employer's insurance plan
94
Affordable Care Act (Obama Care)
expanded healthcare coverage for employees and their families
95
how should you discipline
oral warning > written warning > suspension > dismissal
consistently, privately, always about the action, not the person
96
types of performance appraisals
merit rating: 1-5
checklist: yes or no questions
critical incident: negative or positive events from past year
self-assessment
97
what is the halo effect
only focusing on the positive during performance appraisals
98
what is the leniency of effort
higher ratings are given than actually earned
99
what is the error of central tendency
tells everyone they are pretty much average
100
types of budgets
operative, capital, cash
101
define operative budget
income + expenses (food and labor)
102
define capital budget
facilities, equipment, repairs, expansions
103
define cash budget
cash inflow and outflow
104
five methods to establish a budget
traditional (incremental)
zero-based
fixed
flexible
performance
105
define a traditional budget method
uses the past year's budget plus and inflation rate
106
define a zero-based budget method
begins at zero - planning oriented
107
define a fixed budget method
doesn't change throughout the year
108
define a flexible budget method
flexible to changes throughout the year
109
define a performance budget method
what it costs to perform an activity
110
define top-down vs. bottom-up budget making
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
fixed cost vs. variable cost
fixed: always there; not dependent on business
variable: depends on level of business
112
direct vs. indirect cost
direct cost: depends on the level of business
indirect cost: does not depend on the level of business
113
semi-variable costs
both fixed and variable (utilities)
114
define general ledger
summary of expenses and revenue for a month - divided into categories
115
define income statement
shows operating results (income, expenses, profit/losses) over an accounting period
DYNAMIC
116
define balance sheet
list assets (what you own), liabilities (debts), and owner's equity (capital) on a specific date
STATIC
117
define assets (current and fixed)
goods and products owned
current: accounts receivable, inventory, accumulated depreciation
fixed (permanent): land, building equipment
118
define liabilities (current and long-term)
debts
current: have to be paid within one year
long-term: do not have to be pained within one year
119
owner's equity =
assets - liabilities
120
define marketing
the creating, communicating, delivering, and exchanging offerings for a value
121
4 P's of marketing (marketing mix)
product: the thing
price: the value
place: the distribution
promotion: the marketing
122
geographic marketing target
people who live in a certain area
123
demographic marketing target
people of a certain population (age, gender, religion)
124
psychographic marketing target
people of a certain mindset (health-focused)
125
behavioristic marketing target
people who shop similarly (weekly, occasionally)
126
define strategic marketing type
long-term view, resources allocated, objectives set after defining the market
127
define social marketing type
to advance a social cause, behavior, idea
128
define business marketing type
to fill a need
129
define service marketing type
to fill a service
130
define service
it is intangible, inseparable, perishable, and has heterogenicity
131
define TQM
total quality management - improve processes in organization to enhance customer satisfaction
132
what is the TQM: FOCUS-PDCA
a type of TQM
find > organization > clarify > understand > select
plan > do > check > act
133
what is the TQM: FADE
a type of TQM
focus > analyze > develop > execute
134
define CQI
continuous quality improvement: focus on the organization (not the people) - there is always something that can be done to improve
135
three parts of CQI
data collection
team involvement
customer satisfaction
136
quality is determined by
customer satisfaction
137
define six sigma
quality by removing defects and causes of defects
138
define kaizen
making continuous, small, incremental improvements
139
define lean
use less capital, human, effort, space, and time to create products exactly how the customer wants them (with less defects)
