Management Science Flashcards
This Management Consultant and author of the Borderless World said that “Companies can learn from one another, particularly from other excellent companies, both at home and abroad”.
Kenichi Ohmae
In the 2016 book ‘Fundamentals of Management’ authors Robbins, DeCenzo and Coulter identify that there are four major approaches to Management. They are: (CQBC)
Classic
Quantitative
Behavioral
Contemporary
This Management approach is that people at work are rational and economically oriented in their approach toward work.
Classic
In 1911 this author published this book, and stated “the principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for the employee”.
Frederick W. Taylor
Bonus* Which classic Management approach is this? Answer - Scientific!
This Author published ‘Industrielle et General’ in 1916. This book outline the five rules or duties of Mgmt that reflect his view on the proper management of organizations. What are they? (FOCCC)
This author also developed additional principles used as part of today’s managers’ tools. They are? (3)
Henry Fayol
Foresight
Organization
Command
Coordination
Control
Scalar Chain
Unity of Command
Unity of Direction
This Mgmt approach (1) assumes that (blank) techniques can improve managerial decision making and problem solving.
(1) Quantitative Approach
(2) Mathematical
Management Science applications include the following: (6)
Mathematical forecasting
Inventory modeling
Linear Programming
Queuing theory
Network Models
Simulation
This Mgmt approach shares the basic assumption that people are naturally social and self-actualizing. People at work are assumed to act based on a desire to satisfy social relationships, responsiveness to group pressures and the search for personal fulfillment.
It includes 3 sub categories
The Behavioral Approach
-Theory of Human Needs
-The Hawthorne Studies
-Organizational Behavior
Maslov’s theory on human needs says that a need is a Blank and blank deficiency that a person feels the compulsion to satisfy.
Physiological and psychological
The deficit principle in Maslow’s hierarchy of needs identifies what?
The deprived need dominates the person’s attention and determines their behaviour
Maslow’s 5 hierarch of needs (in order bottom up)
Physiological
Safety
Love/belonging
Esteem
Self Actualization
This is considered organizational behavior Douglas, and McGregor coined these type of Managers.
What is each type?
Theory X and Theory Y Managers
Theory X Managers believe that team members dislike their work and have little motivation. Theyll use an authoritarian style of management. This approach is very “hands-on” and usually involves micromanaging people’s work to ensure that it gets done properly.
Theory Y managers believe that their people take pride in their work and see it as a challenge, and adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves.
In the contemporary Mgmt approach, organizations are referred to as ‘this’.
Systems
This is a type of thinking that tries to match managerial responses with the unique problems and opportunities posed by different situations.
Contingency Thinking
Four Basic Management Functions:
Planning (setting objectives and how to accomplish them)
Organizing (arranging tasks, people and other resources to do the required work)
Leading (Monitoring performance and taking corrective action)
Controlling (Inspiring people to work hard to perform according to plans)
Good managers plan for 3 important reasons: (SAC)
Stability
Adaptability
Contingency
Management Levels of Planning:
Top, Middle and Lower
Top/Senior: strategic long term planning
Middle: Operational and standing use plans
Lower: Short range single use plans.
Planning Models (1)
This type of planning involves focusing on what we are already doing, intending to do it better. Will effect better resource utilization.
It’s counter, involves analyzing the external environment to select a unique niche for the organization’s activities
Inside Out Planning
Outside-in Planning
Planning Models (2)
This type of planning is top management setting the broad objectives and then allows lower levels of management to make plans within these constraints.
It’s counter, begins with the plans at lower levels without constraints from upper management.
Top down planning
Bottom up Planning
Bonus** this person suggests that the best planning from the top proceeds to allow serious inputs from all levels
Answer: Dick Levin
Planning Models (3)
This model involves identifying alternative courses of action implemented when an original plan becomes inappropriate due to changing circumstances.
Contingency Planning
‘This’ is often a primary success indicator for modern OHS professionals
Networking
This is defined as the process of influencing individuals or groups towards achieving goals.
Leadership
Leadership and Management are not the same thing. Managers must perform well in these 4 Management Functions. This person suggests that too many organizations today are over managed and under-led.
John P. Kotter
This person stated: there may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn and practice the art of communication”.
Max DePree
Definition of Communication: an interpersonal process of sending and receiving symbols with messages attached to them.
Managers use communication to: (IICI)
Influence
Inform
Control
Inspire
‘This’ is when the sender’s intended message and the receivers Interpreted meaning are the same.
Effective Communication
This is the process of monitoring performance and taking action to ensure desired results.
Control
The 3 types of controls
Preliminary - before a work activity begins
Concurrent - focuses on what happens during the work process
Post-Action - takes place after the action is completed.
‘This’ is the self control that workers take charge of their behaviour on the job. This means that Managers who expect others to exercise ‘this’, should be willing to let them participate in setting performance objectives and standards.
Internal Control
‘This’ is when Managers interact with others, they often spot things that need correcting or advise on improvements. i.e. performance appraisals, employee discipline systems
External Control
Truly effective control systems channel human energies towards improved work performance instead of trying to ‘Blank’
Beat the System.
Effective Control systems are:
Strategic and Purposeful
No More complex than necessary
Prompt and exception oriented
Understandable
Flexible
Encourage Self control
Positive
Fair and Objective
Max DePree uses the following 6 key traits to describe a good leader:(DMISIK)
Drive
Motivation
Integrity
Self Confidence
Intelligence
Knowledge
This is often identified as an essential ingredient of effective leadership and is the ability to have a clear sense of the future and the actions needed to get there successfully.
Vision
This person, identified 3 leadership STYLES (not behaviors or traits). They are:?
Kurt Lewin
Autocratic - authoritarian
Democratic - participative
Laissez Faire - delegates with little to no guidance
Bonus*** Which one is most effective? Answer: democratic
Stephen Covey’s Behaviors of High Trust Leaders focused on behaviors and traits and focused on the importance of integrity in a leader. He proposed ‘this’ many key behaviors that high trust leaders have in common. The first five are BLANK, the second set of five are BLANK and the last three incorporate both BLANK and BLANK.
Character based
Competence based
Character/Competence.
Character:
Talk Straight
Demonstrate respect
Create Transparency
Right wrongs
Show loyalty
Competence:
Deliver results
Get better
Confront Reality
Clarify expectations
Practice Accountability
Character/Competence
Listen First
Keep committments
Extend Trust
This is an attempt to understand the conditions for leadership success in widely varying situations
Contingency Leadership
OHS professionals need to be aware of their BLANK leadership style, develop their leadership ‘BLANK’ Spots, and be ready to shift styles as much as possible when the situation demands
Dominant
Weak spots
This model of situational leadership theory is one example of contingency leadership and suggests that leaders adjust their styles depending on the readiness of the followers to perform in each situation.
And, What are the 4 possible leadership styles of this model, resulting from different combinations of task orientated and relationship oriented behaviors? (DSST)
Hershey Blanchard Model
Delegating
Supporting
Selling
Telling
This is a type of leadership. It focuses on inspirational leadership that influences follower’s beliefs, values and goals and gets them to achieve extraordinary performance.
Transformational Leadership
(Vision, charisma, symbolism, empowerment, intellectual stimulation, integrity)
Psychologists refer to this as an ability, the ability to express and control emotions but also the ability to understand, interpret, and respond to the emotions of others.
It was later defined by ‘blank and blank’ as ‘the capacity to reason about emotions and of emotions to enhance thinking. It includes the ability to accurately perceive emotions, access and generate emotions, understand emotions and emotional knowledge and reflectively regulate emotions to promote emotional and intellectual growth’
Emotional Intelligence
Salovey and Mayer
Daniel Goleman took the principles of emotional and attached it to the role of a leader. What are the 5 characteristics or skills that distinguish an emotionally intelligent leader? (SSMES)
Self Awareness
Self Regulation
Motivation
Empathy
Social Skills
The 6 components of the Basic Problem solving process (D, G, E, C, I, E)
- Define the problem
- Generate alternative solutions
- Evaluate alternatives and select a preferred solution
- Conduct the Ethics Double check of the preferred solution
- Implement the solution
- Evaluate results
The evaluation of alternatives in problem solving, is based on 5 criteria. They are: (BCTAE)
Benefit
Cost
Time
Acceptability
Ethical Soundness
A ‘blank’ is a comprehensive plan of action that sets a critical direction for an organization and guides the allocation of its resources.
A Strategy
The reason for strategic planning is made quite clear by ‘this’ person, who says “the future will not just happen if one wishes hard enough. It requires a decision. It imposes risk, it requires action, it demands allocations of resources, HR, it requires work”.
Peter Drucker
Strategies are at four levels within an organization. What are they? (ICBF)
Institutional Strategy
Corporate Strategy
Business Strategy
Functional Strategy
The 4 Grand strategy types include: (GRSC)
Growth strategies
Retrenchment strategies (turnaround, divestiture, and liquidation).
stability strategy
combination strategy
The 2 major strategy implementation pitfalls are:
Failure of substance - inadequate attention to major strategic planning elements
Failure of process - poor handling of how the various aspects of strategic planning and accomplishment
According to PMBOK, a project lifecycle consists of 5 distinct phases. What are they? and what do they do?
Initiation
Planning
Execution
Monitoring and Controlling
Closure
They turn a project idea into a working product
The specific items in each step of the project cycle
Initiation - project charter
Planning - schedule, goals/deliverables
Execution - do the actual work
Monitoring and controlling - tracking effort and cost (within the execution stage)
Closure - Final delivery and report
‘Change’ is an essential part of Blank and Blank in an organization.
This type of change is defined as any alterations in the people, structure, or technology of an organization. There are 3 types. What are they?
Creativity and Innovation
Organizational Change
Top down
Bottom up
Planned
The possible targets of the change process are: (5) (TPCTS)
Tasks
People
Culture
Technology
Structure
Types of external forces for change. (6) (MLETLE) <– must memorize this one.
Marketplace
Legislation changes
Election for new governments
Technology
Labor Market
Economic Changes
Internal forces for change: (4)
Changes to strategy
Workforce changes
New equipment and materials
Workplace attitudes
Summary of critical steps in the change management process
Prepare the organization for change
Craft a vision and plan for change
Implement the change
Embed changes within company culture
Review progress and analyze results
Managing change
This person or group who takes responsibility for changing another person’s existing behaviour pattern or social system.
A change agent
To engage people with the change and energize them throughout the process, OHS professionals need to employe four strategies. What are they?
Frame the change
Build the change plan and infrastructure
Strengthen the change
Entrust change leadership to others
John Kotter created the 8 accelerators and the four change principles. This approach is based on studying the common failures when managers try to do ‘this’. What are the 8 accelerators and 4 change principles
Initiate change
Create a sense of urgency
Build a guiding coalition
Form a strategic vision and initiatives
Enlist a volunteer army
Enable action by removing barriers
Generate short term wins
Sustain acceleration
Institute change
- Leadership and management
- Head and heart
- Select few and diverse many
- have to & want to
3 critical phases to successful innovation
Discovery
Development
Commercialization
This type of budgeting demands that an organization’s budget be justified at the beginning of each new funding cycle.
Zero based budgeting
Business Case Development Model (6)
(BPSRCF)
Link to Business priorities
Involve the right people
Identify Stakeholders
Identify risks
Quantify costs and benefits
Consider funding options
‘This’ is the means of improving employee’s skills and enhancing their knowledge.
For safety, it is ‘the means of improving the skill of employees and enhancing their knowledge to enable them to perform their tasks safety’.
Workplace learning
A TNA
What are the 4 levels of a TNA
Training Needs Assessment
Organizational Level
Job Role Level
Individual Level
Legislative Level
PDCA Cycle for Safety Training
P - develop learning objectives
D - conduct training
C- undertake evaluation
A- Conduct needs assessment
This person developed the concept that adults learn differently than children. What is it called?
He referred to this as a ‘system of BLANK’ and not theories.
Malcolm Knowles
Andragogy
A system of concepts
The assumptions of this model, presented as principles, form part of the ‘train the trainer’ curriculum, as their practical application is considered a core skill for facilitators.
Androgogical Model (Malcolm Knowles)
What are Malcolm Knowles’ 6 assumptions/principles to learning
- need to know
- the learner’s self concept
- role of experience
- readiness to learn
- orientation to learning
- motivation to learn
David Kolbs’ experiential learning cycle is based on the theory of what?
His learning cycle was the foundation for Kolbs’ later identification of individual learning ‘blank’
Theory of experience
Learning styles
Kolbs’ theory of learning operates on two levels. The first level is the four stage learning cycle, which are what?
The second level is a 4 type definition of learning styles, and they are:
Concrete Experience (CE)
Reflective Observation (RO)
Abstract Conceptualization (AC)
Active Experimentation (AE)
Diverging
Assimilating
Converging
Accomodating
Whose theory is considered ‘learning by doing’?
David Kolb
NLP
Neuro-Linguistic Programming
It provides techniques that help improve the effectiveness of communication at all levels and not just by words.
VARK Model was developed by who, and what it?
Neil Fleming
Visual (learn by watching)
Auditory (learn by listening)
Read/Write (learning by reading/writing)
Kinesthetic (learning by feeling/doing)
Blooms Taxonomy Revised (bottom up)
(RUAAEC)
Remembering
Understanding
Applying
Analyzing
Evaluating
Creating
ADDIE Model of development process (5)
Analysis
Design
Development
Implementation
Evaluation
This is the systematic process of collecting and synthesizing information or evidence to demonstrate if training programs or initiatives are effective and efficient.
There are two types. What are they?
Evaluation
Formative Evaluation and Summative Evaluation
This model is designed to objectively measure the effectiveness of training and has always been popular as it is simple to use and relevant across industries, training programs and organizations.
The Kilpatrick Model, created by Donald Kilpatrick.
Bonus - what are the kilpatrick levels?
Answer: reaction, learning, behaviour, results
Informal Evaluation Methods (7)
Questioning
Observation
Time sampling
Rating scale
Checklist
Work Samples
Interviews
Activities
Anecdotal
