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SRM Final Exam > Modules 1-7 - SRM > Flashcards

Modules 1-7 - SRM Flashcards

1
Q

4 manager resources

A
  1. human - most important
  2. financial
  3. physical
  4. informational
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2
Q

5 management skills

A
  1. technical
  2. people
  3. conceptual
  4. communication
  5. decision making
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3
Q

4 management functions

A
  1. planning
  2. organizing
  3. leading
  4. controlling
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4
Q

social obligation

A

rely on easy situations and resist voluntary commitments
ex: providing jobs and goods and services for customers

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5
Q

social reaction

A

responding to appropriate societal requests
ex: civic groups ask companies for donations

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6
Q

social involvement

A

managers voluntarily initiate socially responsible acts
ex: CVS stopped selling cigarettes when sales were at $2 billion

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7
Q

triple bottom line

A

people, planet, profit

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8
Q

reflexive decision making style

A

making snap decisions without taking time to get all the information and without considering alternatives

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9
Q

consistent decision making style

A

don’t rush and don’t waste time. know when more information is needed and when it’s time to stop analyzing and get moving

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10
Q

decision making model - 6 steps

A

define problem
set objectives
consider alternatives
select best alternative
implement decision
control results

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11
Q

corporate level strategy

A

plan for managing multiple lines of business
ex: wilson sporting goods has tennis, volleyball, softball, etc.

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12
Q

organizing 4 resources

A

human
physical
informational
financial

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13
Q

unity of direction

A

all activities are directed toward same objectives
ex: winning the game

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14
Q

span of control

A

number of employees that report directly to a manager

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15
Q

coordination

A

different departments of a single org working together

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16
Q

delegation

A

assigning responsibility and authority for accomplishing objectives

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17
Q

formal authority

A

getting work done through specified relationships among employers and departments

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18
Q

job enlargement

A

adds more tasks to provide variety

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19
Q

demographic forces

A

take diversity into consideration, recruit more minorities

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20
Q

organizational culture

A

set of values and believes its members share and should be where people care about each other, their team, and work

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21
Q

interpersonal roles

A

figurehead, leader, liasion

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22
Q

informational roles

A

monitor, disseminator, spokesperson

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23
Q

decisional roles

A

entrepreneur, disturbance handler, resource allocator, negotiator

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24
Q

3 most important traits of a manager

A

integrity, industriousness, ability to get along with others

25
Q

mission and objective

A

ends

26
Q

how missions are met through management, resources, system process, and structure

A

means

27
Q

social obstruction

A

managers request employees to make unethical practices
ex: hiding inventory from the boss

28
Q

strategic planning

A

developing a mission and long-term objective that is determined in advance how it will be accomplished - 5 years

29
Q

operational planning

A

specific, short-term planning that applies to plans to daily, weekly, and monthly operations

30
Q

business level strategy

A

plan for managing one line of business
ex: wilson promotes only golf division

31
Q

functional level strategy

A

plan for managing one area of business
ex: marketing strategy alone, financial strategy alone, etc.

32
Q

strategic planning process - 5 steps

A

develop mission
analyze environment (competition)
set objectives (SMART goals)
develop strategies (levels)
implement and control strategies

33
Q

unity of command

A

each employee reports to only one boss

34
Q

chain of command

A

line of authority moves from top of hierarchy to lowest level

35
Q

division of labor

A

jobs organized by specialty

36
Q

flexibility

A

understanding there are no exceptions to the rule

37
Q

departmentalization

A

grouping of related activities into work unites

38
Q

informal authority

A

comes from collaborations, relationships, and networks - can be as strong as formal authority
ex: team leader influences teammates

39
Q

informing authority

A

inform leader of possible alternatives as they gather resumes for the job

40
Q

recommending authority

A

generate alternatives, analyze alternative, and make recommendation to manager

41
Q

reporting authority

A

make a decision - report result to supervisor to get their full support moving forward

42
Q

full authority

A

right to make decisions without boss’ knowledge - you are the boss

43
Q

centralized authority

A

important decision made by top level managers

44
Q

decentralized authority

A

important decisions made by middle level and first line managers

45
Q

organizational chart

A

lays out organizations management hierarchy and departments and their working relationships

46
Q

flat orgs

A

few layers of management with wide spans of control

47
Q

many layers of management with narrow spans of control

A

tall orgs

48
Q

job design

A

process of combining the tasks that each employee is responsible for completing in their own departments

49
Q

job simplification

A

makes jobs more specialized and efficient by eliminating, combining, or changing order of tasks

50
Q

job expansion

A

makes jobs less specialized in order to empower workers and to make them more productive (add more work to assembly line)

51
Q

job rotation

A

enlarge jobs by moving employees among several different jobs for a period of time

52
Q

job enrichment

A

make a job more interesting and challenging

53
Q

economic forces

A

when economy and jobs are growing, there is more money to spend on sports

54
Q

social forces

A

causes popularity of sports to increase and decrease
ex: NFL took over MLB

55
Q

technological forces

A

continually improve products to stay relevant

56
Q

4 variables of change

A

strategy
structure
technology
people
- if one changes, they all change

57
Q

stages of change

A

denial
resistance
exploration
commitment

58
Q

components of culture

A

behavior
values and beliefs
assumptions

SRM Final Exam (2 decks)

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