Management and Theories Flashcards
5 functions of managment
- Planning
- organizing
- Staffing
- Directing
- Control/evaluate
Halo effect
Being judged on their best trait (he makes good food but doesn’t wash hands)
Maslow’s hierarchy of needs (5)
- Self Actualization
- Esteem Needs
- Love needs
- Safety needs
- Physiological Needs
Delphi
experts do not meet
*group decision making and forecasting
Communication
- downward
- upward
- horizontal
- diagonal
- downward: going from ceo to other
- upward: exit interview or suggestions to CEO
- horizontal: between two departments
- diagonal: between functions
Productivity
output/input aka meals/labor hours
Autocratic leadership
- demands obedience
- cares about product/$
McClelland “Ls”
- need to achieve
- need for power
- need for affiliation
Consultative Leadership
Asks for input but decides alone
Scientific Taylor Theory
expecting workers to work as fast as possible at maximum effort
Queuing theory
how long a customer will stand in line for
SWOT analysis (meaning)
Strength, weakness, opportunities, and threats
A good manager is
More conceptual than technical (decision making)
Participative leadership
Decision making together; the best!
Bureaucratic leadership
“by the book”
1st step planning include (4)
- come up with objects
- policies
- procedures
- time span
2nd step: organize and staff
need to staff and organize their SCHEDULES
Theory X- autocratic
control people (have them fear you)
Theory Y- participatory
involve workers in participation so they can achieve more
Leadership Grid by Blake, Mouton and McCanse
1-9 scale
- Seeks approval from people
- You are about people and money
- Cares all about money rather than people
Transformational
Participatory “you want to transform them into something better”
* inspire them to work hard, motivating them to work towards goals
Leadership continum
Starts off as a new employee and then goes up to management to making decisions
SoP vs SoPP
SoP: Standards of practice *nutrition care
SoPP: Standards of professionalism *how professional you are
Transactional leadership
Autocratic:
- if they do a good job you reward employees, if they don’t you punish them
- a “transaction”
Errors of Central Tendency
- Giving a “5” of 1 to 10 (an error can be created)
Theory Z
Employees loyal team members part of the decision making process.
- behaviorally speaking employees will participate more
Contingency approach
A task oriented leader is more effective but it depends on situations (Flexible management style)
Cause and effect
Brainstorming to see the event was caused by what
* known as a fish diagram
Expectancy theory (2 other names)
Rewards are motivators
*other names: beer & Vroom
Hawthrone theories (2 other names)
The thought that people w/ breaks will be more productive
* western electric and Ellon Mayo
Conflict resolution
- Dominance and Suppression (4)
- Forcing them to do what you want
- Smoothing it out - being diplomatic
- Avoiding the situation
- Resolve by majority of vote
Operational chart
Movement of hands
Occurrence sampling
randomly observe them to measure idle time
Integrative problem solving
where all people work together to find a solution (unlike democratic)
Leniency of error
Being lenient and giving a better grade than better
Likert
Management of conflict
Work Simplification procedure
Increases productivity and decrease cost by removing obstacles to help workers focus
Controlling and evaluating
ongoing and taking corrective action,
*educate then note or chart
“dont fire an employee for making a mistake, and ask why?”
MacGregor
2 theories of X & Y
- attitude of manager that affects employees
Herzberg’s two factor theory
- Maintenance (satisfiers like wages)
2. Motivators (job enrichment)
5 traits of a manager
- Reward
- Coercive/forcing (being scared of you)
- Position/legitimate (using your title)
- Expert power: using your knowledge
- Referent power: employees will listen
4 basic systems of conflict
- exploitive (autocratic)
- Benevolent (positive kind)
- Consultative (management trust you but not completely)
- Participative (full trusts and encourage employees)
Motion economy
fastest/shortest route to do something
Pareto analysis
Illustrates the relative importance of problems
“80-20” rule
80% of sales come from 20% of customers
MBO/Drucker (management by objectives)
Managing employees in a democratic from where everyone participates
