Nature and Concept of Management Flashcards

1
Q

Coordination of all resources through the process of

A

planning, organizing, directing, and controlling

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2
Q

what you want to do and then seeing that it is done in the
best and cheapest way

A

Art of knowing

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3
Q

Managing the business, including managers and workers,
consists in?

A

guiding human and physical resources

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4
Q

What are the Objectives of Management?

A

Organizational Objectives, personal objectives, and social objectives

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5
Q

reasonable profits, survival and growth of business, improving the goodwill of the enterprise, etc.

A

organizational objectives

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6
Q

fair remuneration for work performed, reasonable working conditions, opportunities
for training and development, reasonable security of service, etc.

A

personal objectives

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7
Q

quality of goods and services at fair price to customers, honest and prompt payment
of taxes, conservation of environment and natural resources, preservation of ethical
values of the society, etc.

A

social objectives

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8
Q

what are the Management Process
Characteristics?

A

Management is a process of continuing related activities, Management is about involving and concentrating on
organizational goals, and Management achieves the organizational goals by working with
people and organization resources

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9
Q

refer to activities and processes such as marketing,
finances and purchases,

A

operational functions

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10
Q

operational functions refer to activities and processes such as ?

A

marketing,
finances and purchases,

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11
Q

about a dynamic process, with a number of elements
and activities as part of the process

A

management

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12
Q

What are the management functions?

A

planning, organizing, staffing, directing, and controlling

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13
Q

This is the process of setting the objectives to be accomplished by an
organization during a future time period and deciding on the methods of
reaching them.

A

Planning

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14
Q

It is the process of identifying, subdividing, grouping, assigning
and coordinating activities and providing the necessary authority to
carry out the activities.

A

organizing

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15
Q

It is the process of recruitment, selection, assignment, training
and development of the various kinds of human resources required
by the organization.

A

staffing

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16
Q

The process of communicating with and influencing
subordinate towards the achievement of organizational goals.

A

directing

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17
Q

The functions of monitoring performance and undertaking
corrective actions to ensure the attainment of predetermined goals
and objectives of the organization.

A

controlling

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18
Q

Is it tru that we can safely state that no single theory of management
is universally ac cepted today?

A

Yes

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19
Q

What are the f ive
di f ferent approaches to management?

A
  1. the universal process approach,
  2. the operational approach,
  3. the behavioral approach,
  4. the systems approach, and
  5. the contingency approach.
20
Q

is the oldest and one of
the most popular approaches to management thought

A

the universal process approach

21
Q

also known as the universalist or functional approach.

A

the universal process approach

22
Q

The universalist approach is based on two main
assumptions

A

First , successful managers are assumed to be
inter changeable among organizations of differing purpose.

The second assumpton is that universal management
process can be reduced to a set of separate functions and
related principles.

23
Q

What is Henri fayol’s book called?

A

Administration Industrielle et generale

24
Q

f ive func t ions, or areas, of managerial responsibili ty

A

planning, organizing, command, coordination, and control

25
spec ializat ion of labor is necessary for organizat ional suc cess.
division of work
26
the right to give orders must ac company responsibili ty. Fayol sees authori ty as a combinat ion of of f i c ial fac tors composed of intelligence, moral wor th and experience.
authority
27
obedience and respec t help an organizat ion run smoothly.
discipline
28
each employee should receive orders f rom only one superior.
unity of command
29
the ef for ts of everyone should be coordinated and focused in the same direc t ion.
unity of direction
30
resolving the tug of war between personal and organizat ional interest in favor of the organizat ion is one of management ’s greatest di f f i cul t ies.
6.Subordinat ion of Individual Interest to the General Interest
31
“Equal work, and pay.
remuneration
32
“produce the best overall yield.
centralization
33
“chain of superiors”
scalar chain
34
both material things and people should be in their proper places.
order
35
fairness that resul ts f rom a combinat ion of kindliness and just i ce will lead to devoted and loyal servi ce.
equity
36
people need t ime to learn their jobs.
stability and tenure of personnel
37
“sac ri f i ce personal vani ty”
initiative
38
“in uni ty, there is st rength.
esprit de corps
39
is a convenient description of the production oriented area of management dedicated to improving efficiency, cutting waste, and improving quality
the operational approach
40
to management point out that people deserve to be the central focus of organized activity.
the behavioral approach
41
is a collection of parts operating interdependently to achieve a common purpose.
the system approach
42
Is an effort to determine through research which managerial practices and techniques are appropriate in specific situations.
the contingency approach
43
involves determining organizational goals and a means for achieving them.
planning
44
is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company.
organizing
45
involves inspiring and motivating workers to work hard to achieve organizational goals
leading
46
is monitoring progress toward goal achievement and taking corrective action when progress is not being made.
controlling
47