management test 1 Flashcards
Efficiency
getting work done with a minimum of effort, expense, or waste
Functions of management
planning, organizing, leading, controlling
interpersonal roles
figurehead, leader, liason
informational roles
monitor, disseminator, spokesperson
decisional roles
entrepreneur, disturbance handler, resource allocator, negotiator
entrepreneur role
managers adapt themselves, their subordinates, and their units to change
disturbance handler role
managers respond to pressures and problems so severe that they demand immediate attention and action
Resource allocator role
managers decide who will get what resources and how many resources they will get
management
getting work done through others
effectiveness
accomplishing tasks that help fulfill organizational objectives
top managers
executives responsible for the overall direction of the organization, think long term goals
middle managers
implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them
first line managers
make short-term operating decisions, directing the daily tasks of non managerial personnel
team leaders
managers responsible for facilitating team activities toward goal accomplishment
figurehead role
managers perform ceremonial duties
leader role
managers motivate and encourage workers to accomplish organizational objectives
liasion role
managers deal with people outside their units
monitor role
managers scan their environment for information, actively contact others for information, and, because of their personal contacts, receive a great deal of unsolicited information
disseminator role
managers share the information they have collected with their subordinates and others in the company
spokesperson role
Managers share information with people outside their departments or companies
negotiator role
managers negotiate schedules, projects, goals, outcomes, resources, and employee raises
technical skills
the specialized procedures, techniques, and knowledge required to get the job done, essential for team leaders and lower level managers
top ten misktakes managers make
- Insensitive to others: abrasive, intimidating, bullying style
- Cold, aloof, arrogant
- Betray trust
- Overly ambitious: thinking of next job, playing politics
- Specific performance problems with the business
- Overmanaging: unable to delegate or build a team
- Unable to staff effectively
- Unable to think strategically
- Unable to adapt to boss with different style
- Overdependent on advocate or mentor
managers initial expectations
be the boss, formal authority, manage tasks, job is not managing people
after six months as a manager
- Initial expectations were wrong
- Fast pace
- Heavy workload
- Job is to be problem solver and troubleshooter for subordinates
after a year as a manager
- No longer a doer
- Communication, listening,, and positive reinforcement
- Learning to adapt to control stress
- Job is people development
management practices for competitive advantage through people
- Employement Security
- Selective Hiring
- Self-Managed Teams and Decentralization
- High Wages Contingent on Organizational Performacne
- Training and Skill Development
- Reduction of Status Differences
- Sharing Information
external environments
Environments
all events outside a company that can influence or affect it
environmental change
the rate at which a company’s general anad specific environments change
stable environment
rate of change is slow
dynamic environment
rate of change is fast
punctuated equilibrium theory
Companies go through long periods of stability, during which incremental changes occure, followed by short periods of dynamic, during which fundamental change, and then a new equilibrium
environmental complexity
the number and the intensity of external factors in the environment that affect organizations
simple environment
has few environmental factors ex. recreational boating industry
complex environment
has many environmental factors ex. airlines, less-than-truckload distribution companies
general environment
the economic technological, sociocultural, and political/legal trends that indirectly affect all organizations
components of general environment
economy, technology, sociocultural, political/legal
specific environments
elements unique to an industry and directly that affect how a company does business
components of specific environment
customers, competitors, suppliers, industry specific laws/regulations, advocacy groups
basic strategies for monitoring customers
- Reactive- identifying and addressing customer trends and problems after they occur
- Proactive- identifying and addressing customer needs, trends, and issues before they occur
competitive analysis
a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses
suppier dependance
degree to which a company relies on a supplier because of the importance of the supplier’s product to the company and the difficulty of finding other sources for that product
buyer dependance
the degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products
supplier drastic behaviors
Types of behaviors that occur whne a high degree of buyer or seller dependence is present
industry regulations
regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions, federal agencies and regulatory commissions administer regulations for consumer safety, environemental use, business relations, competitive practices, etc.
advocacy groups
groups
concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions
advocacy groups techniques used
public communication, media advocacy, product boycott
public communication
relies on voluntary participation by the news media and the advertising industry to get the advocacy group’s message out
media advocacy
framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage
product boycott
protesting a company’s actions by persuading consumers not to purchase its product or service
