MANAGEMENT Flashcards

(49 cards)

1
Q

It is defined as a group of people working towards the same goal.

A

organization

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2
Q

is the degree to which the organizations achieves goals

A

Effectiveness

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3
Q

is the use of minimal resources to produce desired output

A

Efficiency

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4
Q

is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

A

Management

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5
Q

are the executive function of the organization tasked to build and coordinate entire systems. They are also responsible in creating the right environment to ensure that the department or organization will survive and thrive.

A

Managers

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6
Q

what are the management functions?

A

Planning, Controlling, leading, and organizing

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7
Q

Select goals and ways to attain them

A

Planning

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8
Q

Monitors activities and make corrections

A

controlling

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9
Q

Assign responsibility for task accomplishments

A

Organizing

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10
Q

Use influence to motivate employees

A

Leading

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11
Q

Management levels in org hierarchy

A

CEO, Business Unit Head, Department Manager, Functional head, nonmanagerial employees

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12
Q

CEO

A

corporate or group head

and Vice-P. of administration

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13
Q

Business Unit Head

A

General manager and administration.

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14
Q

Department Manager

A

Production line or service manager and info service manager

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15
Q

Functional head

A

production, sales, R&D supervisor and IT, HRM, and Accounting supervisor

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16
Q

nonmanagerial employees

A

Line jobs and staff jobs

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17
Q

These managers are directly responsible for the production of goods and services. They are responsible for facilitating individual employee performance. Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates.

A

First-Level Managers

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18
Q

These managers are concerned less with individual performance and more with linking groups of people, such as allocating resources, coordinating teams, or putting top management plans into action across the organization. They are responsible for implementing the overall strategies and policies defined by top managers.

A

Middle Managers

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19
Q

They are responsible for the entire organization. responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization. They look to the long-term future (Vision and Mission) and concern themselves with general environmental trends and the organization’s overall success.

A

Top-Level Managers

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20
Q

defined as a set of behavior and job tasks employees are expected to perform

21
Q

defined as abilities individuals possess that enable them to carry out their specified roles well.

22
Q

Management Roles

A

Decision Making Roles, Information Management Roles , Interpersonal Roles

23
Q

Informational

A

Monitor, Disseminator, spokesperson

24
Q

Interpersonal

A

Figurehead, leader, liaison

25
Decisional
Entrepreneur, Disturbance handler, resource allocator, and negotiator
26
Management skills
Conceptual Skills , Human Skills, Technical Skills
27
Cognitive ability to see the organization as a whole system.
Conceptual Skills
28
The ability to work with and through other people.
Human Skills
29
The understanding and proficiency in the performance of specific tasks.
Technical Skills
30
The era proposed that workers “could be retooled like machines, their physical and mental gears recalibrated for better productivity.” It insisted that improving productivity meant that management itself would have to change and, further, that the manner of change could be determined only by scientific study.
Scientific Management
31
This era focused on the total organization rather than simply the output.
Administrative Movement
32
- A chain of authority extends from the top to the bottom of the organization and should include every employee.
Scalar chain -
33
Similar activities in an organization should be grouped together under one manager.
• Unity of direction
34
Managerial work and technical work are amenable to specialization to produce more and better work with the same amount of effort.
• Division of work -
35
Each subordinate receives orders from one, and only one, superior.
• Unity of command
36
The era believed that the human element had a greater impact on determining output and reaction to change than did the technical factor. It
Human Relations Movement
37
This era uses scientific methods and draws from sociology, psychology, anthropology, economics, and other disciplines to develop theories about human behavior and interaction in an organizational setting. This approach can be seen in practically every organization.
Behavioral and Management Science
38
The material, human, financial, or information resources used to produce goods and services.
• Inputs -
39
• - Management’s use of production technology to change the inputs into outputs.
• Transformation process
40
Include the organization’s products and services.
• Outputs
41
Knowledge of the results that influence the selection of inputs during the next cycle of the process.
• Feedback
42
Surrounding the organization includes the social, political, and economic forces.
• Environment
43
tells us that what works in one setting might not work in another. means that one thing depends on other things and a manager’s response to a situation depends on identifying key contingencies in an organizational situation.
Contingency View
44
TQM focuses on managing the total organization to deliver quality to customers. The approach infuses quality values throughout every activity within a company, with frontline workers intimately involved in the process.
Total Quality Management (TQM)
45
organization all employees look for problems, such as understanding special customer needs. Employees also solve problems, which means putting things together in unique ways to meet a customer’s needs. Today’s best managers know that sustained competitive advantage can come only by developing the learning capacity of everyone in the organization.
The Learning Organization
46
, many employees perform much of their work on computers and may work in virtual teams, connected electronically to colleagues around the world. Companies are using technology to keep in touch with customers and collaborate with other organizations.
Technology Driven Workplace
47
A system managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers
• Supply Chain Management -
48
systems use the latest information technology to keep in close touch with customers and to collect and manage large amounts of customer data. These data can help employees and managers act on customer insights, make better decisions, and provide superior customer service.
• Customer Relationship Management
49
Contracting out selected functions or activities to other organizations that can do the work more cost efficiently.
• Outsourcing