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D3 > Management and Theories > Flashcards

Management and Theories Flashcards

1
Q

5 functions of managment

A
  1. Planning
  2. organizing
  3. Staffing
  4. Directing
  5. Control/evaluate
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2
Q

Halo effect

A

Being judged on their best trait (he makes good food but doesn’t wash hands)

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3
Q

Maslow’s hierarchy of needs (5)

A
  1. Self Actualization
  2. Esteem Needs
  3. Love needs
  4. Safety needs
  5. Physiological Needs
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4
Q

Delphi

A

experts do not meet

*group decision making and forecasting

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5
Q

Communication

  • downward
  • upward
  • horizontal
  • diagonal
A
  • downward: going from ceo to other
  • upward: exit interview or suggestions to CEO
  • horizontal: between two departments
  • diagonal: between functions
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6
Q

Productivity

A

output/input aka meals/labor hours

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7
Q

Autocratic leadership

A
  • demands obedience

- cares about product/$

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8
Q

McClelland “Ls”

A
  • need to achieve
  • need for power
  • need for affiliation
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9
Q

Consultative Leadership

A

Asks for input but decides alone

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10
Q

Scientific Taylor Theory

A

expecting workers to work as fast as possible at maximum effort

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11
Q

Queuing theory

A

how long a customer will stand in line for

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12
Q

SWOT analysis (meaning)

A

Strength, weakness, opportunities, and threats

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13
Q

A good manager is

A

More conceptual than technical (decision making)

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14
Q

Participative leadership

A

Decision making together; the best!

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15
Q

Bureaucratic leadership

A

“by the book”

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16
Q

1st step planning include (4)

A
  1. come up with objects
  2. policies
  3. procedures
  4. time span
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17
Q

2nd step: organize and staff

A

need to staff and organize their SCHEDULES

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18
Q

Theory X- autocratic

A

control people (have them fear you)

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19
Q

Theory Y- participatory

A

involve workers in participation so they can achieve more

20
Q

Leadership Grid by Blake, Mouton and McCanse

A

1-9 scale

  1. Seeks approval from people
  2. You are about people and money
  3. Cares all about money rather than people
21
Q

Transformational

A

Participatory “you want to transform them into something better”
* inspire them to work hard, motivating them to work towards goals

22
Q

Leadership continum

A

Starts off as a new employee and then goes up to management to making decisions

23
Q

SoP vs SoPP

A

SoP: Standards of practice *nutrition care
SoPP: Standards of professionalism *how professional you are

24
Q

Transactional leadership

A

Autocratic:

  • if they do a good job you reward employees, if they don’t you punish them
  • a “transaction”
25
Q

Errors of Central Tendency

A
  • Giving a “5” of 1 to 10 (an error can be created)
26
Q

Theory Z

A

Employees loyal team members part of the decision making process.
- behaviorally speaking employees will participate more

27
Q

Contingency approach

A

A task oriented leader is more effective but it depends on situations (Flexible management style)

28
Q

Cause and effect

A

Brainstorming to see the event was caused by what

* known as a fish diagram

29
Q

Expectancy theory (2 other names)

A

Rewards are motivators

*other names: beer & Vroom

30
Q

Hawthrone theories (2 other names)

A

The thought that people w/ breaks will be more productive

* western electric and Ellon Mayo

31
Q

Conflict resolution

- Dominance and Suppression (4)

A
  1. Forcing them to do what you want
  2. Smoothing it out - being diplomatic
  3. Avoiding the situation
  4. Resolve by majority of vote
32
Q

Operational chart

A

Movement of hands

33
Q

Occurrence sampling

A

randomly observe them to measure idle time

34
Q

Integrative problem solving

A

where all people work together to find a solution (unlike democratic)

35
Q

Leniency of error

A

Being lenient and giving a better grade than better

36
Q

Likert

A

Management of conflict

37
Q

Work Simplification procedure

A

Increases productivity and decrease cost by removing obstacles to help workers focus

38
Q

Controlling and evaluating

A

ongoing and taking corrective action,
*educate then note or chart
“dont fire an employee for making a mistake, and ask why?”

39
Q

MacGregor

A

2 theories of X & Y

- attitude of manager that affects employees

40
Q

Herzberg’s two factor theory

A
  1. Maintenance (satisfiers like wages)

2. Motivators (job enrichment)

41
Q

5 traits of a manager

A
  1. Reward
  2. Coercive/forcing (being scared of you)
  3. Position/legitimate (using your title)
  4. Expert power: using your knowledge
  5. Referent power: employees will listen
42
Q

4 basic systems of conflict

A
  1. exploitive (autocratic)
  2. Benevolent (positive kind)
  3. Consultative (management trust you but not completely)
  4. Participative (full trusts and encourage employees)
43
Q

Motion economy

A

fastest/shortest route to do something

44
Q

Pareto analysis

A

Illustrates the relative importance of problems
“80-20” rule
80% of sales come from 20% of customers

45
Q

MBO/Drucker (management by objectives)

A

Managing employees in a democratic from where everyone participates

D3 (3 decks)

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