MGT 301 Exam 1 (chap 1-5) Flashcards
(112 cards)
1
Q
Fredrick Winslow Taylor
A
-American, Used scientific method to increase productivity/efficiency.
-Created Scientific Management=investment in tools(shovels). Strengths= increases productivity
Weakness= greater demand on MGR for coordination, have to fire people(microecon)-people hated it.
-Stopped being used in 1930, but was renamed “management science” after Pearl Harbor
2
Q
Frank Gilbreth
A
- Used scientific management & tripled productivity in masonry (building)
- Expert in time and motion studies
3
Q
Hawthorne effect
A
Employees work harder if they receive added attention
4
Q
Human relations movement
A
Proposed that better human relations could increase worker productivity- Abraham Maslow and Douglas McGregor
5
Q
Organization
A
Group of people who work together to achieve some specific purpose
6
Q
Management
A
Pursuit of organizational goals effectively and efficiently, by integrating the work of people through planning organizing, leading, and controlling
7
Q
Efficiency-the means
A
Use resources wisely and cost effectively
8
Q
Effectiveness-the ends
A
To achieve results, make right decisions, carry them through, meet goals.
9
Q
Management process- 4 management functions
A
Planning- set goals
Organizing-arrange task to accomplish goal
Leading-motivate, direct to achieve goal
Controlling- monitors performance, take action as needed
10
Q
E-commerce
A
Buying and selling of goods or services over computer
11
Q
Database
A
Computerized collections of interrelated files
12
Q
Cloud computing
A
Storing of software and data “in the cloud”
13
Q
Project management software
A
Programs for planning and scheduling the people costs and resources to complete project on time
14
Q
Knowledge management
A
Implementing of systems and practices to increase the sharing of knowledge and information throughout an organization
15
Q
Collaborative computing
A
Using state of the art computer software to help people work better together
16
Q
Sustainability
A
Economic development that meets the needs of the present without compromising future generations to meet their needs.
17
Q
_______ managers make long-term decisions about overall direction of org and establish the objective policies and strategies of it
A
Top managers
18
Q
____ managers implement the policies and plans
A
Middle managers
19
Q
____ managers make short term operating decisions, daily tasks
A
First line managers
20
Q
Functional manager
A
Responsible for one organizational activity
21
Q
General managers
A
Responsible for several organizational activities
22
Q
Technical skills
A
Job specific knowledge
23
Q
Conceptual skills
A
Ability to think analytically
24
Q
Soft skills
A
Ability to motivate, inspire trust, etc
25
Interpersonal role
Managers work with people inside and outside their work units
26
Informational role
Mangers receive and communicate information
27
Decisional roles
Use info to make decisions to solve problems
28
Historical perspective includes three viewpoints
Classical, behavioral, and quantitative
29
Contemporary perspective includes three viewpoints
Systems contingency and quality management pg 44
30
Scientific management
Scientific study of work methods to improve productivity of individual workers pg 45
31
Henri Fayol
| Thought MGRs should do five things
French, socialism
1. Planning and forecasting
2. Organizing
3. Coordinate
4. Control
5. Command
32
Division of work (Henri Fayol-14 principals)
Work should be divided among people to ensure that effort and attention are focused on special positions of the task.
33
Authority- (Henri Fayol-14 principals)
Right to give orders and the power to exact obedience
34
Discipline (Henri Fayol-14 principals)
Penalties should be applied judicially to encourage common effort of workers.
35
Unity of command (Henri Fayol-14 principals)
Workers should receive orders from only one manager
36
Unity of direction (Henri Fayol-14 principals)
Entire Org should be moving towards common objective.
37
Subordination of individual interests to the given general interests (Henri Fayol-14 principals)
Interest of one person should not take priority over organizational interests.
38
Remuneration (Henri Fayol-14 principals)
Many variables to consider when determining workers rate of pay (cost of living)
39
Centralization (Henri Fayol-14 principals)
Lowering the importance of the subordinate role. Decentralization is increasing the importance.
40
Scalar chain (Henri Fayol-14 principals)
Managers in hierarchies have certain amount of authority
41
Order (Henri Fayol-14 principals)
All material and people should be related to a specific kind of work should be treated as equally as possible
42
Equity (Henri Fayol-14 principals)
All employees should be treated as equally as possible
43
Stability of tenure of personal (Henri Fayol-14 principals)
Job security
44
Initiative (Henri Fayol-14 principals)
Management should encourage worker initiative
45
Espirit de corps (Henri Fayol-14 principals)
Management should encourage harmony and good feelings, team spirit
46
Max Weber
German, 1864-1920. Sociologist (study groups of people)
- studied German government
Studied Roman Catholic Church
47
Quantitative management
Statistics and computer simulations. Two branches: quantitative management(operations management) and management science
48
Management science
Also known as "operations research". Uses mathematics to aid in problem solving
49
Operations management
Focuses on managing the production and delivery of orgs products or services more effectively
50
System
Set of interrelated parts that operate together to achieve common purpose
51
Systems viewpoint
Regards organization as a system of interrelated parts
52
Subsystems
Parts making up the whole system
53
4 parts of a system
Inputs- people, money, materials to make goods/services
Transformational process- internal processes/technology to covert input to output
Outputs-products produced by org
Feedback- info of reaction to outputs that affect inputs
54
Synergy
Idea that two or more forces combined create an effect that is greater than the sum of individual effects
55
Contingency viewpoint
Managers approach should vary based on the individual and environment situation
56
Internal stakeholders
Consists of employees owners and board of directors
57
General environment/macroenvironment includes six forces (pg 82)
Economic, technical, sociocultural, demographic, political-legal, and international.
58
_____ governance, the system of governing a company so that the interests of corporate owners and other stakeholders are protected.
Corporate governance
59
______, the trend of world economy toward becoming a more interdependent system.
Globalization
60
______ ______ refers to the "shrinking" of time and space as air travel and the electronic media have made it easier for people around the globe to communicate with one another.
Global village
61
_______ _______ tendency of economies of the world to interact together as one market instead of many small national markets.
Global economy
62
Multinational corporation
A business firm with operations in several countries (wal mart , chevron)
63
Multinational organization
Nonprofit organization with operations in several countries (Red Cross, world health organization)
64
Ethnocentric managers believe...
That their native country is superior to all others.
65
Parochialism(-ethnocentric)believe...
Narrow view, see things solely on through their own perspective
66
Polycentric managers
Take the view of native managers in foreign offices as best, and home office should leave them alone
67
Geocentric managers
Accept that there are differences and similarities between home and foreign personal and practices, and use whatever techniques are most effective
68
______ is a trade barrier in the form of a customs duty, or tax, levied mainly on imports
Tariffs
69
Dumping
Foreign companies exporting products abroad at lower price than the home market, in order to drive down the price of domestic products.
70
Embargo
A complete ban or prohibition of trade of one country with another
71
World trade organization (WTO)
Designed to monitor and enforce trade agreements
72
World bank
Provide low interest loans to developing nations
73
International Monetary Fund (IMF)
Designed to assist in smoothing the flow of money between nation
74
Trading bloc
Also known as economic community, group of nations within a geographical region that have agreed to remove trade barriers with one another
75
_______Trade agreement among 12 pacific rim countries
Trans-pacific partnership, US, Australia, china, Brunei, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore and Vietnam
76
Charismatic organization (types of organizations)
Has Charismatic leaders, that are friendly outgoing good communicator. Ex. Obama, Martin Luther king jr.
- strength:org is committed to leader=high performance
- weakness: only as effective as leader, or leader leaves the organization falls apart
77
Traditional organization (types of organizations)
Strength: stability , traditions they maintain
Weakness: slow to charge (to slow)
78
Rational legal organization (types of organizations)
Strength: effective achieving your goals
| Ratio= outcomes & efficient(maximize)/inputs(minimize)
79
North American free trade agreement (NAFTA)
Trading block consisting of the us, Canada, and Mexico.
80
Low-context culture
Which is shared meanings are primarily derived from written and spoken words. Ex, Britain, North American, Germany.
81
High-context culture
People rely heavily on situational cues for meaning when communicating with others. Ex, china, Korea, Japan.
82
Monochromatic time
Preference for doing one thing at a time
83
Polychronic time
Preference for doing more than one thing at a time
84
Expropriation
A governments seizure of a domestic or foreign companies assets
85
Business plan
Document that outlines a proposed firms goals, the strategy for achieving them, and standards for measuring success.
86
Business model
Outlines the need the firm will fill, the operations of the business, its components and functions, as well as expected revenues and expenses
87
Strategy/strategic plan
Long term goals and direction for an organization
88
_______ ________ is process that involves managers from all parts of organization in the formulation and implementation of strategies and strategic goals.
Strategic management
89
Mission
Organizations purpose or reason for being
90
Mission statement
Explains the organizations purpose
91
Vision statement
What the organization should become (long term goals), where it wants to go.
92
Values statement
| /core values
Expresses what the company stands for , the values its employees embody, and what it's products contribute to the world
93
______ planning determines what organization long term goals should be for next 1-5 years with the resources they expect to have available
Strategic
94
_______ planning determines what contributions their departments or similar work units can make with their given resources during the next 6-24 months
Tactical
95
______ planning determines how to accomplish specific tasks with available resources within 1-52 weeks
Operational
96
Standing plans
Plans developed for activities that occur repeatedly over time
97
Policy
Standing plan that outlines the general response to a designated problem or situation
98
A procedure
Is standing plan that outlines response to particular problems or circumstances
99
A rule
Standing plan that designates specific required actions
100
Single-use plans
Plans developed for activities that not likely to be repeated in future
101
Program
Single use plan encompassing a range of projects or activities
102
Project
Single use plan of less scope and complexity than a program
103
SMART goal stands for?
Specific, measurable, attainable, results-oriented, and has Target dates. Pg 158
104
Management by objectives(MBO)
Four step process pg 160
105
Cascading goals
Process of ensuring strategic goals set at top level cascade downward with more specific short term goals at lower levels within organization
106
Classical viewpoint of management emphasizes ways to________.
Increase efficiency
107
In terms of systems viewpoint, profits and losses are known as ______.
Output
108
Fredrick Taylor- more efficient workers should be paid more, this system is called the ______ system.
Differential rate
109
Two management perspectives that consider an organization to be a closed system.
Classical management viewpoint
| Management science perspective
110
Total quality management
Every person is competed to maintaining high standards of work in every aspect of company operations.
111
Task environment includes
Employee organizations, government regulators, local community, strategic allies.
112
Sarbanes-oxley reform act monitors what?
Financial records of public institutions
