ORG MAN MIDTERMS Flashcards
1
Q
This is a group of people who work together
on achieving a common goal.
A
Organization
2
Q
This is the process of organizing, planning,
and leading to achieve the goal efficiently and
effectively
A
Management
3
Q
It focuses on the process on how the goal will
be achieved using minimum input.
A
Efficiency
4
Q
It focuses on the result.
Despite the process made, you should achieve the goal.
A
Effectiveness
5
Q
- He is the first advocate and the
founder of the Scientific
Management Theory. - His theory aims to apply the
scientific methods and principles
not just inside workplaces but also in training and
developing workers.
A
Frederick W. Taylor (F.W.T)
6
Q
What are the management theories?
A
- Scientific Management Theory
- Administrative Management Theory
- Behavioral Management Theory
- Management Science Theory
- Organizational Environment Theory
7
Q
In a work place: Rules of thumb (OUT),
Scientifically proven method (IN).
Using scientific methods and principles to
increase a work process efficiently.
A
Scientific Management Theory
8
Q
- Owner of the Ford Motor
Company: Sold the first
Automobile: Ford Model T. Ford - He is a contributor in this
theory by making assembly line. - Every worker have one different tasks and
they will just concentrate on that task. The
process is, when worker #1 is done installing
the part that was given to him/her, worker #2
will install another.
A
Henry Ford
9
Q
This theory focuses on the management in an organization.
It also shows in this theory that the role of a manager is to lead and be responsible to the organization
A
Administrative Management Theory
10
Q
The founder and advocate of
Administrative Management
Theory.
- He created the 5 functions of
Administrative Management.
- He created the 14 principles of a Management
A
Henri Fayol
11
Q
14 Principles of Management
A
Division of Work
Authority
Discipline
Unity of Command
Unity of Direction
Predominance of general interest
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure and Personnel
Initiative
Espirit De Corps
12
Q
5 Functions of Administrative Management
A
Planning
Organizing
Communication
Coordination
Control
13
Q
How you will achieve the goal,
the step by step.
A
Planning
14
Q
Distribute the task to your
members.
A
Organizing
15
Q
Lead your organization,
supervise them; solve any problems that the org may encounter, answer questions, etc
A
Communication
16
Q
Facilitate them, build a
relationship inside the organization that will let all the members to be united, to have
harmony
A
Coordination
17
Q
You should ensure that the
accounting, financial, technical, and quality is always in control.
A
Control
18
Q
Assign the task to people
depending on their abilities to increase
productivity
A
Division of work
19
Q
To give orders
A
Authority
20
Q
Expectations inside the
organization should be clear. Violators =
Punishment
A
Discipline
21
Q
Employee should
receive orders from one supervisor only.
A
Unity of Command
22
Q
One head + one plan =
one direction
A
Unity of Direction
23
Q
Individual’s personal interest
A
Predominance of general interests
24
Q
Efforts & work = reward &
pay/salary
A
Remuneration
25
Roles of the superiors and
the roles of the subordinates are clarified
Centralization
26
Chain of superiors. In order
to communicate across, it will be from top to bottom.
Scalar Chain
27
The right man in the right place
Order
28
Fairness and order should be
observed.
Equity
29
To promote employee loyalty to the org.
Stability of Tenure and Personnel
30
Encourage and inspire the
employee to support organization’s
objectives.
Initiative –
31
Unity and harmony
between employee and management.
Esprit de Corps
32
- He contributed to the
Administrative Management Theory
by his studies on Public
administration and bureaucracy
Max Weber
33
Relationship, kinship and customs to lead and make
decisions.
traditional authority
34
: Employees
are hired and fired with non-related reasons: Sex, race,
family connections, etc
Particularism or favoritism
35
Focuses on how social elements such as:
Interpersonal relationships, social
conditioning, and group norms determine the
performance of the workers
Human Relations Theory
36
- He was the founder of Human
Relations Theory and his expertise is
improving the workplace.
George Elton Mayo
37
- By observation, Mayo have 4 best
outcomes on how every workplace
will improve:
Set numbers of work hours
Break time for workers
Improve office lighting
Close supervision by manager
38
He contributed to the Human
Relations Theory by making the
Hierarchy of needs:
Abraham Maslow
39
Hierarchy of needs
Basic needs
Psychological needs
Self-fulfillment needs
40
Uses quantitative approach such as statistical
& computer simulation for management
decision.
Quantitative Management Theory
41
Uses mathematics in problem solving and
decision making, models, outlines that will
become a basis for business improvement.
NOT ACTUAL: JUST A PLAN
Management Science
42
Applying the ideas, models, outlines in the
actual workplace to deal with different
managerial situations.
Basically, you will apply the management
science.
ACTUAL: REAL LIFE
Operations Management
43
Emphasizes consistency in organization,
production of high-quality products, and
services.
Quality will be maintained by: Regular
evaluation, testing and implementation of
improvements.
Quality Management Theory
44
- He helped Japanese people to improve
production through: Statistical process
control & problem solving techniques.
- Promoted & improved: Product design,
uniform product quality, improved product testing &
increased market sales
Edward Deming
45
Functions of a Manager
Planning
Organizing
Leading
Controlling
46
A manager should identify the
goals, objectives of the organization and the step-by-step actions the organization will make to achieve it.
Planning
47
Distribute the task and
group the employees accordingly.
Organizing
48
A manager should influence its
subordinates to perform well.
Leading
49
As a manager you should
identify the different problems that hinders
the organization to achieve its goals and then resolve it.
Controlling
50
Interpersonal Management Roles
Figurehead
Leader
Liaison
51
Informational Management Roles
Monitor
Disseminator
Spokeperson
52
Decisional Management Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
53
The manager should be the
role model, inspiration to the organization.
FIGUREHEAD
54
The heart of the managersubordinates relation
LEADER
55
The manager is the center of
communication and information that’s why
he/she needs to have a communication skills
for information exchange.
LIAISON
56
The manager seeks and receive
infos from other sources for him/her to
evaluate the overall performance and wellbeing of the organization.
MONITOR
57
The manager disseminates external infos to the org and to its subordinates
DISSEMINATOR
58
The manager relays information to different groups and orgs outside the company
SPOKESPERSON
59
The manager is the one
who thinks new ideas, designs, opportunities for the company.
ENTREPRENEUR
60
Since emergency, unexpected changes, unexpected failures may happen to the company anytime, the manager should know how to handle and resolve it.
DISTURBANCE HANDLER
61
The manager is the one who holds the resources of the company that’s why he/she knows how to control and how to allocate the resources
properly
RESOURCE ALLOCATOR
62
–The job of the manager is
to communicate also with the outside groups and organization and even with his/her members.
NEGOTIATOR
63
Skills of a Manager
Conceptual Skills
Human Skills
Technical Skills
64
Problem-solving, creativeness, analyzation,
can think and decide the best strategies and actions.
Conceptual Skills
65
Leading in general, capacity to motivate, lead,
and control
Can effectively communicate and coordinate
Human Skills
66
Capabilities, task specialization
Specialization of a manager needed in a
particular area he/she was assigned.
Technical Skills
67
This analysis helps a business owner to identify the different factors that can help on the overall success or failure of his/her business.
SWOT ANALYSIS
68
SWOT
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
69
A business that is owned and run by only one person.
- Owner dies = business die
Sole Proprietorship
70
Owners invest their money,
property, labor for the business that’s why if something happens to the business, all of
them are 100% accountable.
General Partnership
71
This requires formal agreement.
Unlike in general, both parties can limit their liability to the business if ever something will happen. They can both limit it depending on the ownership or investment they gave on the business.
- Does not limit only to 2 people
Limited Partnership
72
This is one of the important part on
achieving a goal of an organization.
This is where the organization will
identify their goals, how will they
achieve the goal, when will they
achieve the goal, who will do this
specific tasks, etc.
- ATTAINING THE GOAL
Planning
73
TYPES OF PLANS
STRATEGIC
TACTICAL
OPERATIONAL
74
Overall planning for the entire
organization. FOR 2 YEARS AND UP
- Talking about the long term goals,
overall goals, action plans, develop
plans.
- This involves top-level managers.
- “Where do we want to go?”
Strategic
75
Making specific plans to fulfill the
strategic plans.
- For lower-level departments.
Different departments, different
tasks/goals that needs to be
achieved. How will they achieve it?
Tactical
76
The overall process.
- The managers is now assigned to
check if each sector or department
is actually doing their tasks to
achieve the strategic plan.
Operational
76
STEPS OF PLANNING PROCESS
Step1: Establish the goals and Objectives
Step2: The strategy meets your goals
Step3: Gather and analysis information
Step4: Draft and implement your plans
Step5: Review your goals and Market situation
77
These goals and objectives will serve
as the finish line of an organization.
Step1: Establish the goals and Objectives
78
Determining the areas where your
organization is strong and also
determining the limitations in order
to have the right actions.
Step2: The strategy meets your goals
79
Seek and collect various information
that will help to plan and make
methods and strategies.
Step3: Gather and analysis information
80
After collecting various information
that can be an alternative, a
manager will now evaluate and
compare all of them and will balance
the different potential benefits that
they can get on each alternatives
they have.
Step4: Draft and implement your plans
81
After achieving the goal, you need to
continuously review it if you really
did it 100% correctly.
Step5: Review your goals and Market situation
82
Levels of Planning
Corporate
Business
Functional
83
This is like the main office of an
organization. This is where the toplevel positions in a company will can
be found. Decision-making.
- What industry, market, resources.
Corporate Level
84
Talks about business. These is the
level where the managers talks
about how will they compete and
perform efficiently and effectively.
- Competitiveness of managers.
- They talk about the SWOT and PEST
analysis.
Business Level
85
Planning Techniques
Qualitative
Quantitative
86
Moving process. The procedure, the
progress of an organization.
Functional Level
87
Do not involve any math, statistics,
measurements, etc.
- More on observations, finding
opinions and suggestions.
Qualitative
88
The decision making is based on
statistical data, systematic analysis,
and survey.
- DECISION TREE: Questions that have
endless follow-up questions.
- PAYBACK METHOD: How long it will
take to recover the money you
spent
Quantitative
89
Planning Tools
Brainstorming
Nominal
Delphi
Decision Making
90
This is where the group members
are free to share their ideas,
thoughts and opinions. From there
they will now find the common
answer.
Brainstorming
91
Almost the same with brainstorming
but, if the group will give their ideas,
it must only focused on the agenda.
Nominal
92
They are repeating the same
questions to see if the respondents
are immediately changing their
decisions or answers.
Delphi
93
It happens within ourselves. It is by
choosing to all of the choices we
have. The decision we made might
be right or wrong
Decision Making
94
This is where different departments
will be discovered. Every
department is created to deal with
different problems.
- It helps to maintain quality and
uniformity of performances since
these people, in every department
have the ability or specialization to
do the tasks in their department.
Functional Organization
95
This is the authority given wherein
they have the power to decide how
a department will work. They can
change, replace ideas to achieve the
goal
Functional Authority
