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ORGA > Nature and Concept of Management > Flashcards

Nature and Concept of Management Flashcards

1
Q

It is the process of coordinating and overseeing the work performance of individuals
working together in organizations so that they could efficiently and effectively accomplish their
chosen aims or goals.

A

Management

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2
Q

the process of designing and maintaining an environment for efficiently accomplishing selected items”

A

Management

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3
Q

What are the Management functions?

A

PLOCS

Planning
Leading
Organizing
Controlling
Staffing

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4
Q

involves determining the organization’s goals or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and
integration activities.

A

Planning

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5
Q

What are the planning tools?

A

GAPFS

Gantt Charts
Activity Network Diagram
Plan-Do-Check-Act
Flowchart
Simple Frequency Count

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6
Q

It allows prioritization of problems that need to be addressed.

A

Simple Frequency Count

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7
Q

identifies the issues that receive the greatest number of votes as the
main or priority issue

A

Simple Frequency Count

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8
Q

It is a tool that puts key processes in symbolic patterns that are easy to
understand.

A

Flowchart

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9
Q

The symbols in this planning tool represent relationship sequences between and among different tasks.

A

Flowchart

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10
Q

These are useful for scheduling and planning projects and are considered visual tools in implementing action plans.

A

Gantt Charts

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11
Q

It is a planning tool used to diagram activities in sequence from start to finish.

A

Activity Network Diagram

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12
Q

It is a problem-solving model used to improve organizational processes.

A

Plan-Do-Check-Act

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13
Q

Demands assigning tasks, setting aside funds, and bringing harmonious relations among the individuals and workgroups/teams in the organization.

A

Organizing

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14
Q

What are the organizing methods
and structures?

A

DRRCTJ

Downsizing
Rightsizing
Reengineering
Customer Relations Management
Total Quality Management
Just In Time

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15
Q

It involves planned removal of positions or jobs.

A

Downsizing

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16
Q

It involves achieving an appropriate size for effective enterprise performance

A

Rightsizing

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17
Q

This involves an enterprise unit tasked to focus on an interactive relationship with customers.

A

Customer Relations Management

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18
Q

This includes efforts to revolutionize organizational systems and processes to satisfy customer needs.

A

Reengineering

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19
Q

It calls for subassemblies and apparatus to be produced and
delivered to process stages exactly at the time needed.

A

Just In Time

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20
Q

This is an integrative approach to management that supports the realization of customer satisfaction using various tools and techniques that
result in high-quality goods and services

A

Total Quality Management

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21
Q

Indicates filling in the different job positions in the organization’s structure.

A

Staffing

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22
Q

The factors that influence this function include the size of the organization, types of jobs, the number of individuals to be recruited, and some internal or external pressures.

A

Staffing

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23
Q

entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals.

A

Leading

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24
Q

What are the common leadership perspectives?

A

Charismatic Leadership
Transformational Leadership

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25
Q

It is characterized by dominant and self-confident leaders.

A

Charismatic Leaders

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26
Q

They can stimulate a sense of adventure and enthusiasm in their
followers.

A

Charismatic Leadership

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27
Q

It is characterized by charisma (or charismatic leadership traits), aptitudes (capabilities of giving their followers individualized attention), and intellectually stimulating qualities.

A

Transformational Leadership

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28
Q

involves evaluating and, if necessary, correcting the performance of the individuals
or workgroups/teams to ensure that they are all working toward the previously set goals and
plans of the organization.

A

Controlling

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29
Q

What are the approaches used in the control function of management?

A

FEMP

Facilitation and Support
Education and communication
Manipulation and co-optation
Participation and involvement

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30
Q

These are commonly used in situations where there is a lack of or inaccurate information.

A

Education and communication

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31
Q

These are commonly used in situations where initiators face a lack of information for the change and other participants have the power to resist the same.

A

Participation and involvement

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32
Q

These are commonly used in situations where adjustments resulting from change must be made.

A

Facilitation and support

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33
Q

These are often the quickest and most inexpensive solution when there is resistance.

A

Manipulation and co-optation

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34
Q

This will all go to waste if coordination, efficiency, and effectiveness are not practiced by an organization’s appointed managers.

A

Management Functions

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35
Q

These practices are applied ensure that
all individuals, groups, or teams are harmoniously working together and moving toward the accomplishment of the organization’s vision, mission, goals, and objectives.

A

Management Functions

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36
Q

What are Evolution of Management Theories?

A

STOG

Scientific Management Theory
General Administrative Theory
Total Quality Management Theory
Organizational Behavior Approach

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37
Q

This management theory makes use of the step-by-step, scientific methods for finding the single best way to do a job.

A

Scientific Management Theory

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38
Q

He is the proponent of this theory and is known as the father of scientific management.

A

Frederick W. Taylor

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39
Q

When was Frederick W. Taylor was born?

A

1856

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40
Q

When Frederick W. Taylor died?

A

1915

41
Q

Develop a science for each element of an individual’s work to replace the old rule of thumb method.

A

Scientific Management Theory

42
Q

Scientifically select and then train, teach, and develop the worker.

A

Scientific Management Theory

43
Q

Heartily cooperate with the workers to ensure that all work is done in accordance with the principles of the science that have been developed.

A

Scientific Management Theory

44
Q

Divide the work and responsibility almost equally between management and workers.

A

Scientific Management Theory

45
Q

This theory concentrates on the manager’s functions and what makes up good management practice or implementation.

A

General Administrative Theory

46
Q

Who are the personalities most commonly associated with General Administrative Theory?

A

Henri Fayol and Max Weber

47
Q

When does Henri Fayol died?

A

1925

48
Q

When does Max Weber died?

A

1920

49
Q

Henri Fayol was born in?

A

1941

50
Q

Max Weber was born in?

A

1864

51
Q

His 19th-century writings were concerned with managerial activities, which he based on his experience as a managing director in a big mining company.

A

Henri Fayol

52
Q

He believed that management is an activity that all organizations must
practice and view it separately from all other organizational activities such as marketing, finance, research and development, and many others.

A

Henri Fayol

53
Q

A German sociologist, wrote in
the early 1900s that ideal organizations, especially large ones, must have authority structures and coordination with others based on what he referred to as “bureaucracy.”

A

Max Weber

54
Q

Give 7 Henri Fayol’s Management Principles

A

1.) Work division or specialization
2.) Authority
3.) Discipline
4.) Unity of command
5.) Unity of direction
6.) Subordination of individual interest to general interest
7.) Remuneration or pay
8.) Centralization
9.) Scalar chain of authority
10.) Maintenance of order
11.) Equity or fairness
12.) Stability or security of tenure of workers
13.) Employee initiative
14.) Promotion of team spirit or esprit de corps

55
Q

Bureaucracy According to Max Weber

A

• Division of labor
• Hierarchical identification of job positions
• Detailed rules and regulations
• Impersonal connections with one another

56
Q

It is a management philosophy that focuses on the satisfaction of customers, their needs, and their expectations.

A

Total Quality Management Theory

57
Q

They introduced this customer-oriented idea (TQM) in the 1950s

A

Deming W. Edwards and Joseph M. Juran

58
Q

Deming’s 14 Points for Top Management

A
  1. Create constancy of purpose for improvement of products and services.
  2. Adopt the new TQM philosophy.
  3. Cease dependence on mass inspection by doing things right and doing it right the first time.
  4. End the practice of awarding business on the basis of price tag alone.
  5. Constantly improve the system of production and services.
  6. Institute training.
  7. Adopt and institute leadership.
  8. Drive out fear.
  9. Break down barriers between staff areas.
  10. Eliminate slogans; focus on correction of defects in the system.
  11. Eliminate numerical quota for the workforce.
  12. Remove barriers that rob people of “pride of workmanship.”
  13. Encourage education and self-improvement for everyone.
  14. Take action to accomplish the transformation.
59
Q

Fitness of Quality According to Juran

A

1.) Quality of design
2.) Quality of conformance
3.) Availability
4.) Full service

60
Q

Fitness of Quality According to Juran through market research, product, and concept.

A

Quality of design

61
Q

Fitness of Quality According to Juran through management, manpower, and technology.

A

Quality of conformance

62
Q

Fitness of Quality According to Juran through reliability, maintainability, and logistic support.

A

Availability

63
Q

Fitness of Quality According to Juran through promptness, competence, and integrity.

A

Full service

64
Q

involves the study of the conduct, demeanor, or action of people at work.

A

Organizational Behavior Approach

65
Q

Who were the early supporters of this approach.

A

Robert Owen, Mary Parker Follet, Hugo Munsterberg, and Chester Barnard

66
Q

He noticed the lamentable conditions in workplaces and proposed ideal ways to improve the said conditions.

A

Robert Owen

67
Q

in the early 1900s, she introduced the idea that individual or group behavior must be considered in organizational management.

A

Mary Parker Follet

68
Q

In the early 1900s, He
proposed the administering of psychological tests for the selection of would-be employees in companies.

A

Hugo Munsterburg

69
Q

In the 1900s, he suggested that cooperation is required in organizations since it is mainly a social system.

A

Chester Bernard

70
Q

What are the functions and roles of a manager?

A

Top-level Managers
Middle-level Managers
Frontline or Lower-level Managers

71
Q

The general or strategic managers who focus on long-term organizational concerns and emphasize the organization’s stability, development, progress, and overall efficiency and effectiveness.

A

Top-level Managers

72
Q

They are concerned with the organization’s interrelationships with their external environment.

A

Top-level Managers

73
Q

Chief executive officers (CEOs), chief
operating officers (COOs), presidents, and vice presidents are examples of this.

A

Top-level Managers

74
Q

They set the company’s general direction by designing strategies
and controlling various resources.

A

Top-level Managers

75
Q

They must also act as organizational
guides who must elaborate on the broader purpose of their organizational existence so that their subordinates could identify and be committed to its success.

A

Top-level Managers

76
Q

Establish high performance standards

A

Top-level Managers

77
Q

Institutionalize a set of norms and values to support cooperation and trust

A

Top-level Managers

78
Q

Create corporate purpose and ambition.

A

Top-level managers

79
Q

The tactical managers in charge of the organization’s middle levels or
departments

A

Middle-level Managers

80
Q

They formulate specific objectives and activities based on the strategic or general goals and objectives developed by top-level managers.

A

Middle-level Managers

81
Q

Their traditional role is to act as go between higher and lower levels of the organizations and announce and interpret top management priorities to human resources in the middle hierarchical level of the company.

A

Middle-level Managers

82
Q

They are more aware of the company’s problems compared to managers at the higher level because of their closer contacts with
customers, frontline managers, and other subordinates.

A

Middle-level Managers

83
Q

Develop individuals and support their activities.

A

Middle-level Managers

84
Q

Link dispersed knowledge and skills across diverse units.

A

Middle-level managers

85
Q

Manage the tension between short-term purpose and long-term goals

A

Middle-level Managers

86
Q

Also known as operational managers and are responsible for supervising the organization’s day-to-day activities.

A

Frontline or Lower-level Managers

87
Q

They are the bridges between
management and non-management employees.

A

Frontline or Lower-level Managers

88
Q

Traditionally, they are controlled and instructed by top- and middle-level managers to follow their orders in support of the organization’s major
strategy.

A

Frontline or Lower-level Managers

89
Q

Lately, their role has been expanded to some large companies, as they are now
encouraged to be more creative and intuitive in the exercise of their functions so that they could
also contribute to their company’s progress and the development of new projects.

A

Frontline or Lower-level Managers

90
Q

Create and pursue new growth opportunities for the business

A

Frontline or lower-level managers

91
Q

Attract and develop resources.

A

Frontline or lower-level managers

92
Q

Manage continuous improvement within the unit.

A

Frontline or lower-level managers

93
Q

What are the required skills of a manager?

A

Human Skills
Conceptual Skills
Technical Skills

94
Q

This skill enable managers at all levels to relate well with people.

A

Human skills

95
Q

This skill enable managers to think of possible solutions to complex problems.

A

Conceptual Skills

96
Q

Through their ability to visualize abstract situations, they develop a holistic view of their organization and its relation to the wider external environment surrounding it.

A

Conceptual Skills

97
Q

Top-level managers must have these skills in order to be successful in their work.

A

Conceptual skills

98
Q

This skills are also important for managers, so that they can perform their tasks with proficiency with the use of their expertise.

A

Technical Skills

99
Q

Lower-level managers find these skills very important because they manage the non-managements workers who employ varied techniques and tools to be able to yield good quality products and services for their company.

A

Technical Skills

ORGA (2 decks)

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