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Principles of Management > Midterm > Flashcards

Midterm Flashcards

1
Q

What is the scientific management theory?

A

Fredrick W. Taylors method to determine the one best way to complete a job

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2
Q

What is Fayol’s 14 Principles of Management?

A
  1. Division of work 2. Authority 3. Discipline 4. Unity of Command 5. Unit of Direction 6. Subordination of Individual Interests to the Gernal Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de corps (promotion to create unity)
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3
Q

What is organizational behaviour?

A

Research of actions/behaviours of people at work

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4
Q

What is Hawthrone studies?

A

A series of studies that provided insights to behavioural approaches

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5
Q

What is the quantitiative approach?

A

Focuses on the application of statistics, optimization models, information models, computer simulations, etc, used to make a managers job easier.

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6
Q

What is TQM

A

A management philosphy related to continual improvement and responding to customer needs/expecations

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7
Q

What is the contemporary approach?

A

Looking at the external environment of an organization

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8
Q

What is a systems approach?

A

Views systems as a set of interrelated and interdependent parts that create a unified whole.

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9
Q

What is an open system

A

They are influenced by and interact with their environment (inputs > transformation process >outputs

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10
Q

What does the contingency/situational approach state?

A

Organizations, employees, and situations are different and require different ways of managing

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11
Q

How many employees does an SME consist of

A

fewer than 500

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12
Q

What are community organizations

A

Includes of wide variety of non profit organizations

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13
Q

What is a formal group?

A

Work groups that are defined by the organizations structures and have specific work assignments

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14
Q

What is an informal group?

A

Social groups that occur naturally

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15
Q

What is a cross-functional team?

A

Employees in various departments come together

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16
Q

What is a problem solving team?

A

Employees from the same department

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17
Q

What is a self-managed team?

A

Employees are responsible for their work

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18
Q

What is an advisory team?

A

Teams that provide feedback

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19
Q

What is a virtual team?

A

Teams using information technology

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20
Q

What is synergy?

A

Combined efforts

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21
Q

What are the stages of forming a small group development?

A

Forming, storming, norming, preforming, and adjourning.

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22
Q

What is forming in the 5 stages of group development?

A

It’s the first stage of team development. People join the group then define the purpose, structure, and leadership.

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23
Q

What is storming in the 5 stages of group development?

A

It’s the second stage of team development which sets of hierarchy of leadership.

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24
Q

What is norming in the 5 stages of group development?

A

It’s the 3rd stage of team development where close relationships and cohesiveness is created

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25
Q

What is performing in the 5 stages of group development

A

It’s the 4th stage of team development, the structure is fully functional and accepted by team members

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26
Q

What is adjourning in the 5 stages of group development

A

It’s the final stage of team development where members are concerned w/ wrapping up activities rather than task performance.

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27
Q

What are Belbins team roles

A

Action oriented, people oriented, and thought oriented roles

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28
Q

What are status systems?

A

A prestige grading, position, or rank within a group

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29
Q

What is the significance of group size?

A

Small groups are better at completing tasks, figuring out what to do, and getting the job done

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30
Q

What is an advantage of a large group size (12 or more)

A

They are good at problem solving, finding facts, and gaining diverse input

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31
Q

What is a disadvantage of a large group

A

Individual productivity aka social loafing

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32
Q

What factors lead to team effectiveness?

A

Adequate resources, leadership and structure, trust, and performance evaluation/ reward systems

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33
Q

What is team efficacy?

A

When teams believe in themselves

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34
Q

What is the communication process?

A
  1. The communication source/sender 2. Encoding 3. The message 4. The Channel 5. Decoding 6. The reciever 7. Feedback
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35
Q

What is a grapevine

A

An unoffcial channel of communication

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36
Q

What is verbal intonation?

A

An empaisis on words phrases that convey meaning

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37
Q

What is filtering

A

Manipulating information to make it appear more favorable to the receiver

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38
Q

What is selective perception?

A

Precieving or hearing a communication based on your own needs, motivations, or experiences

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39
Q

What is knowledge management?

A

A learning culture where employees gather knowledge and share it with others

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40
Q

What are communities of practice?

A

Groups of people who share a concern or passion about a topic to deepen their knowledge on an ongoing basis,

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41
Q

What is ethical communication?

A

Relevant information

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42
Q

What is the external environment?

A

outside forces and instituations that potentially affect the organizations performance

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43
Q

What 3 environments that make up the external environment?

A

The specific environment, the general environment, and the global environment

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44
Q

What is the specific environment?

A

External forces that directly impact a managers decisions which are relevant to organizations goals

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45
Q

What are primary stakeholders?

A

Internal stakeholders that engage in direct transactions (shareholders, customers, suppliers, creditors, and employees

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46
Q

What are secondary stakeholders

A

Those who have influence on the organization (general public, local communitites, and the media)

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47
Q

What is the general environment?

A

It includes political, economic, sociocultural, technological, and legal conditions that affect the organization

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48
Q

What are political conditions?

A

The stability of a country is related to an organizations operations and how the elected governments are involved in the business.

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49
Q

What is the purpose of the competition Bureau?

A

It encourages competition in Canada

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50
Q

What are economic conditions?

A

Interest rates, inflation, changes in disposable income, stock market, and fluctuations

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51
Q

What is GDP

A

An indicator of a country’s economic activity is expressed in the market value of goods and services produced in a country

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52
Q

What is CPI

A

A measure of purchasing power which rises/falls with inflation or deflation

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53
Q

What are sociocultural conditions

A

Demographic conditions

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54
Q

What are technological conditions

A

Changes in technology

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55
Q

What are environmental conditions?

A

Issues of sustainability

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56
Q

What is the global environment?

A

Represents both opportunities and challenges managers face.

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57
Q

What is global trade?

A

A factor of the global environment that allows free-flowing trade which benefits a countries economic growth and productivity

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58
Q

What is a market economy?

A

Resources are primarily owned and controlled by a private sector

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59
Q

What is a planned economy?

A

All economic decisions are planned by a central government

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60
Q

What are the considerations for a company to be “global”

A

Must exchange goods and services, market globalization, and finanicial globalization

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61
Q

What is market globalization

A

Using managerial and technical employee talent from other countries

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62
Q

What is finanical globalization

A

Using financial sources outside the companys home country

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63
Q

What is a multinational corporation

A

International companies that maintain operations in multiple countries

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64
Q

What is a multidomestic corporation

A

An international company that makes decisions through a local country

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65
Q

What is transactional (borderless) organizations (TNC)

A

Geographical boundries are eliminated

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66
Q

What is a global corporation?

A

Decisions are made in a home country

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67
Q

What is global sourcing?

A

Purchasing material or labours from around the world that is cheapest

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68
Q

Who uses licensing

A

Manufacturing organizations that make or sell another companys products

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69
Q

Who uses franchising?

A

Service organizations that want to use another company name and operating methods

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70
Q

What is strategic alliance?

A

A paternship b/w two companies that share resources and knowledge by developing new products

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71
Q

What is a joint venture?

A

A type of strategic alliance where partners agree to form a separate, independent organization

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72
Q

What is a foreign subsidiary?

A

Managers make a direct investment in a foreign country by creating a seperate production facility

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73
Q

What is national culture?

A

Values and attitudes shared by individuals from a specific country that shape beliefs

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74
Q

What is involved in organizational culture

A

Culture is precieved, culture is shared, and culture is descriptive

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75
Q

What is environmental uncertainty?

A

Change and complexity in an organizations environment

76
Q

What is a dynamic environmental

A

Frequently changing environment

77
Q

What is a stable environment

A

No new competitors, few technological breakthroughts, and little pressure to influence the organization

78
Q

What is environmental complexity?

A

The number of components in an organizations envirornment and the knowledge the organization has on its components

79
Q

What are the steps in the decision making process?

A
  1. Identification of the problem 2. Identification of decision criteria 3. Allocation of Weights to Criteria 4. Development of Alternatives 5. Analysis of Alternatives 6. Selection of an Alernative 7. Implementation of the Alternative 8. Evaluation of Decision Effectiveness
80
Q

What is ‘identifying a problem” in the decision making process

A

Identify the problem by comparing past performance, previously set goals, and the performance of other units within the organization

81
Q

What is ‘identify decision criteria” in the decision making process

A

Find criteria that will be important in solving the problem

82
Q

What is ‘allocating weights to criteria” in the decision-making process

A

Priority of decisions are made

83
Q

What is ‘develop alternatives” in the decision-making process

A

The decision-maker lists alternatives to resolve the problem

84
Q

What is ‘analyze alternatives” in the decision making process

A

Once the alternatives have been identified the decision maker evaluates the criteria against the alternatives

85
Q

What is “select an alternative” in the decision making process

A

Choose the alternative that has the greater score in step 5 (analysis of alternatives)

86
Q

What is ‘implement the alternative” in the decision-making process

A

Convey the decision to those affected and get their commitment

87
Q

What is “Evaluate decision effectiveness” in the decision making process

A

Managers appraise the outcome to see if the problem was solved

88
Q

What are the three approaches managers use to make decisions

A

Rational model, bounded model, and intuition & managerial decision making

89
Q

What is the rational model

A

An approach that assumes decision makers must act rationally

90
Q

What is bounded rationality

A

Managers make rational decisions that are limited by their ability to process information which is influenced by organizational culture, internal poltics, political considerations, and escalation of commitment

91
Q

What are the types of bounded decision making

A

Bounded awareness, bounded ethicality, bounded rationality, bounded willpower, and bounded self-interest

92
Q

What is intuition and managerial decision making

A

Making decisions on the basis of experience, feelings, and judgement

93
Q

What is a structured problem

A

A straightfoward familiar, and easily define problem

94
Q

What is an unstructured problem?

A

Problems that are new or unsual which information is incomplete

95
Q

What is a programmed decision

A

A repetitive decision that can be handled using a routine approach

96
Q

What is a nonprogrammed decision

A

Decisions that are unique and nonreoccuring and require customer solutions

97
Q

What are the 4 contingencies of employee involvement

A

Decision structure, source of decision knowledge, decision commitment, and risk of conflict

98
Q

What is a heurisitics?

A

A rule of thumb that managers use to simplify decision making

99
Q
A
100
Q

What is intrinsic task motivation

A

the desire to work on something because its interesting, exciting, or personally challenging

101
Q

What are the 5 factors that impeded on creativety?

A

Expected eveluation, surveilliance, external motivators, competition, and constrained choices

102
Q

What is design thinking?

A

Approaching management problems as designers apporach design problems

103
Q

What is big data

A

The vast amount of quantifable information that can be analyzed by highly sophistacted data processing

104
Q

What are payoff matrices

A

used in decision making to identify risk in daily descisions with reference to monterary value

105
Q

What is decision trees

A

Probabilities are assigned to each possible outcome and calculating payoff for each descision path

106
Q

What is break-even analysis?

A

The point at which total revenue is able to cover total costs.

107
Q

What is ratio analysis?

A

Compares two significant figures from financial statements that are expressed as a percentage or ratio

108
Q

What is linear programming?

A

A mathematical technique that solves resource allocation problems

109
Q

What is queing theory

A

Balances the cost of having a wait line vs the cost of mainting the line

110
Q

What is economic order quantity?

A

Balances costs to minimize the total costs associated with ordering and carrying costs

111
Q

What are the 4 views of ethics?

A

The utilitarian view, the rights view, the theory of justice view, and the integratie social contracts theory

112
Q

What is the utilitarian view of ethics?

A

Decisions are made on the basis of outcomes or concequences.

113
Q

What is the rights view of ethics

A

respecting and protecting individuals freedoms and privileges

114
Q

What is the theory of justice view of ethics

A

managers imposing and enforcing rules fairly by following all legal rules and regulations

115
Q

What is integrative social contract theory?

A

ethical decisions are based on existing ethical norms which determine what constitutes rights and wrong

116
Q

What is social obligation

A

When a business firm engages in social actions because of its obligations to meet certain economic and legal responsibilities

117
Q

What is social responsiveness

A

When a business firm engages in social actions in response to some popular social need

118
Q

What are the approaches to CSR

A

Obstructionist approach, defenstive approach, accomodative approach, and proactive approach

119
Q

What is the obstructionist approach

A

Disregards social responsibility

120
Q

What is defensive approach

A

Minimal commitment to social responsibility

121
Q

What is accomodative approach

A

Moderate commitment to social responsibiity

122
Q

What is proactive apporach

A

Strong commitment to social responsibility

123
Q

What is planning?

A

Defining goals, establishing strategy for achieivng those goals, and developing plans to integrate and coordinate activitites

124
Q

What is infromal planning?

A

Nothing is written down and there is little sharing of goals with others

125
Q

What is formal planning?

A

Goals are written then a specific action programs are used to develope the goals

126
Q

What are the benefits of planning

A

Provides direction to both managers and employees, reduces uncertainty, reduces overplanning and wasteful activities, and facilitates control.

127
Q

What is the difference b/w goals and objectives.

A

Goals are general and have a longer time frame. Objectives are more specific with shorter time frames.

128
Q

What is traditional goal settings?

A

Goals at the top of the organization are broken in subgoals for each organization level. Uses a hierarchical structure.

129
Q

What is management by objectives?

A

A process of setting mutally agreed goals and using performance goals with employees to review progress.

130
Q

What does management by objectives consists of?

A

Goal specficiality, participative decison making, an explicit time period, and performance feedback.

131
Q

What the steps in goal setting?

A

Review the organizations vision and mission statement, evaluate available resources, determine the goals indivudally or with input from others, ensure the goals are well written, review and assess goals, and link rewards to goal attainment

132
Q

What are breath strategic plans?

A

Plans applying to the entire organization (Top-level managers)

133
Q

What is a time frame plan?

A

The number of years used to define short-term and long-term plans. Long-term is beyond a year (low-level managers)

134
Q

What are specific plans?

A

Plans that are clearly defined and leave no room for inerpretation (middle managers).

135
Q

What are directional plans?

A

Plans that are flexible and that seek out general guidelines.

136
Q

What are single-use plans

A

One time plan specifically designed to meet the needs of a unique situation

137
Q

What are standing plans?

A

Ongoing plans that provide guideance for activities performed repeatedly

138
Q

What are the contingency factors affecting the choice of plan?

A

Organizational level, degree of environmental uncertainity, and length of future comittments

139
Q

What is the commitment concept?

A

Plans should extend far enough to meet comittments made when the plan was developed

140
Q

What is forcasting?

A

Attempting to predict the future and developing plans accordingly

141
Q

What is a contingency plan?

A

Identifying alternative plans for outcomes unexpected outcomes

142
Q

What is scenario benchmarking

A

Developing plans based on the practices of competitors

143
Q

What is process planning

A

Creating a framework of a general process required to reach ultimate goals

144
Q

What is strategic manager?

A

What managers do to develope organizational strategies.

145
Q

What is a business model?

A

A strategic design for how a company intends to profit from strategies, work processes, and activitites

146
Q

What is the strategic management process?

A
  1. Identify the organizations current vision, mission, goals and strategies, 2. do an internal analysis (looks at resources, capabilities, and core competencies, 3. Do an external analysis (SWOT ), 4. Formulate strategies, 5. implement strategies, 6. evaluate results
147
Q

What is a growth strategy?

A

Apart of a corporate strategies that expands the number of markets or products.

148
Q

What is concentration

A

foucses on a primary line of business increasing the numeber of products /services

149
Q

What is vertical integration

A

growth through inputs/outputs.

150
Q

What is backward vertical integration

A

Organizations gains control of inputs by becoming its own supplier

151
Q

What is forward vertical integration

A

organizations gain control of outputs by becoming its own distributer

152
Q

What is horizontal integreation

A

Growing by combining competitors.

153
Q

What is diversification

A

Growing by moving into a different industry

154
Q

What is a stability strategy

A

After periods of uncertainity the organization continues

155
Q

What is a renewal strategy?

A

Organization is in touble and needs to address declining performance

156
Q

What is retrenchment strategy?

A

Minor performance problems need to stabilize operations, and prepfare organizations to compete once again.

157
Q

What is a turnaround strategy?

A

More serious performance problems requiring drastic change

158
Q

What is the four functions approach (SA)

A

Planning involves defining goals and establishing a strategy, organizing determines what tasks are to be done, by who, and how tasks are grouped, reporting structure, and where decisions are made, leading involves motivating subordinates, directing work, and selecting the most effective communication channels, controlling involves monitoring actual performance, comparting actural performance to a standard, and taking corrective action.

159
Q

What are manageial roles? (sa)

A

Figurehead- performs rounte legal or social duties, leader - motivates and oversees staffing, training, and associated duties, Liason - maintains network of contact who provide favours and information, Monitor- sifts through internal/external info, Disseminator - Conveys complex info, Spokesperson - communications with stakeholders on organizational plans, Entrepreneur- identifies opportunities and brings about corrective changes, Disturbance Handler- takes corrective action when organization faces distrubance, Resource Allocator- Makes/ approves all significant organization decisions, and Negotiator- represents the organization

160
Q

What are the different skills and competencies (SA)

A

Concepual Skills- analyzing and diagnosing complex situations to how they fit together to make good decisions, Interpersonal skills- Working with others by motivaitng mentoring, and delgating, Technical Skills - Job-specific knowledge, needed to perform work tasks

161
Q

What are team process variables related to team effectiveness? (SA)

A

Common Plan & Purpose - provides direction and committment to members, Specific Goals- goals that give clear communication and help teams focus on results, Team Efficacy - the team believes in themsleves, Conflict- Relationship and task orientation.

162
Q

What is Hofstede’s Six dimensions l (SA)

A

Power distance - high power accepts wide differences in power, and low power relates to inequalities, Indiviudalism Vs. Collectivsm - Indivuals look at a persons interests and collectivsm expects people to be looked after and protected, Manculinity and Femininity - Men are for achievements, women are for nuturting, Uncertainty Avoidance - High uncertainity is threated by stress and anxiety, low level certainity is comfortable with risk, Pragmatic vs Normative - Pragmatic relates to varying truths depenedent on the sitation, normative most people have a strong desire to explain, Indulgence Vs. Restraint - Indulgence looks at the future in a positive light and restrained looks at values and traditionals of the past supressing needs.

163
Q

How do managers manage resistance to change? (SA)

A

There are technniques such as education and communication, participation, faciliation and support, negotitation, manipulation and co-optation, and coercion

164
Q

What is a renewal strategy

A

Oganizational is in trouble and needs to address declining performance

165
Q

What is a retrenchment strategy?

A

Minor performance problems that need to be stabilized

166
Q

What is a turn around strategy?

A

Problems requiring drastic change

167
Q

What is a cost leadership strategy?

A

Having the lowests costs and aiming it at a broad market

168
Q

What is a differentiation strategy?

A

Offering unique products

169
Q

What is a focus strategy?

A

A narrow segement or niche

170
Q

What is stuck in the middle strategy

A

What will happen when the organization is stuck

171
Q

What is organizational change

A

An alteration of peoples structure or technology in an organization

172
Q

What are the external forces of change

A

Structure, technology, and people

173
Q

What is a change agent?

A

Someone who assumes responsibility for manging the change process

174
Q

What is calm waters metaphor

A

A description of organizational change that to make a predictable trip across while experiencing an occasional storm

175
Q

What is the three step change process?

A

Unfreezing, changing, and refreezing

176
Q

What is white-water rapids metaphor

A

A description of organizational changes that linkens to a small raft navigating a raging river

177
Q

What is organizational development

A

Techniques or programs used to change people and the nature and quality of interperson work relationships

178
Q

What does an organization rely on

A

Survey feedback, process consultation, team-building, intergroup development

179
Q

Why doe people resist organizational change

A

Uncertainity, habit, concern over personal loss, and change is not in the organizations best interest

180
Q

What is action research?

A

Kurt Lewins approach to proiblem solving view change in employee attitudes and behaviours while collecting data to dagnose the problem

181
Q

What is apprecitative inquiry?

A

AI begins investingating what the organization is doing well then searchs for strengths to create a vision

182
Q

What is the four -d model of appreciative inquirty

A

Discovery - identifying the best of what is, Dreaming- enviosning what might be, designigning- engaging in dialogue about what should be and delivering - Developing objectives about what will be

183
Q

What is karoshi

A

A japanese term that refers to a suddent death caused by overworking

184
Q

What causes stress

A

Task demands, role demands, interpersonal demands, organization structure organizational leaderhip, personal factors

185
Q

What is an idea chamption

A

Indiviudals who actively support new ideas

Principles of Management (2 decks)

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