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GR 11 > ORG MAN MIDTERMS > Flashcards

ORG MAN MIDTERMS Flashcards

1
Q

This is a group of people who work together
on achieving a common goal.

A

Organization

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2
Q

This is the process of organizing, planning,
and leading to achieve the goal efficiently and
effectively

A

Management

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3
Q

It focuses on the process on how the goal will
be achieved using minimum input.

A

Efficiency

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4
Q

It focuses on the result.
Despite the process made, you should achieve the goal.

A

Effectiveness

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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)

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6
Q

What are the management theories?

A
  1. Scientific Management Theory
  2. Administrative Management Theory
  3. Behavioral Management Theory
  4. Management Science Theory
  5. Organizational Environment Theory
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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

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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

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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

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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

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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

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12
Q

5 Functions of Administrative Management

A

Planning
Organizing
Communication
Coordination
Control

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13
Q

How you will achieve the goal,
the step by step.

A

Planning

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14
Q

Distribute the task to your
members.

A

Organizing

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15
Q

Lead your organization,
supervise them; solve any problems that the org may encounter, answer questions, etc

A

Communication

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16
Q

Facilitate them, build a
relationship inside the organization that will let all the members to be united, to have
harmony

A

Coordination

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17
Q

You should ensure that the
accounting, financial, technical, and quality is always in control.

A

Control

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18
Q

Assign the task to people
depending on their abilities to increase
productivity

A

Division of work

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19
Q

To give orders

A

Authority

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20
Q

Expectations inside the
organization should be clear. Violators =
Punishment

A

Discipline

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21
Q

Employee should
receive orders from one supervisor only.

A

Unity of Command

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22
Q

One head + one plan =
one direction

A

Unity of Direction

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23
Q

Individual’s personal interest

A

Predominance of general interests

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24
Q

Efforts & work = reward &
pay/salary

A

Remuneration

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25
Q

Roles of the superiors and
the roles of the subordinates are clarified

A

Centralization

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26
Q

Chain of superiors. In order
to communicate across, it will be from top to bottom.

A

Scalar Chain

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27
Q

The right man in the right place

A

Order

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28
Q

Fairness and order should be
observed.

A

Equity

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29
Q

To promote employee loyalty to the org.

A

 Stability of Tenure and Personnel

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30
Q

Encourage and inspire the
employee to support organization’s
objectives.

A

Initiative –

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31
Q

Unity and harmony
between employee and management.

A

Esprit de Corps

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32
Q
  • He contributed to the
    Administrative Management Theory
    by his studies on Public
    administration and bureaucracy
A

Max Weber

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33
Q

Relationship, kinship and customs to lead and make
decisions.

A

traditional authority

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34
Q

: Employees
are hired and fired with non-related reasons: Sex, race,
family connections, etc

A

Particularism or favoritism

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35
Q

Focuses on how social elements such as:
Interpersonal relationships, social
conditioning, and group norms determine the
performance of the workers

A

Human Relations Theory

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36
Q
  • He was the founder of Human
    Relations Theory and his expertise is
    improving the workplace.
A

George Elton Mayo

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37
Q
  • By observation, Mayo have 4 best
    outcomes on how every workplace
    will improve:
A

 Set numbers of work hours
 Break time for workers
 Improve office lighting
 Close supervision by manager

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38
Q

He contributed to the Human
Relations Theory by making the
Hierarchy of needs:

A

Abraham Maslow

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39
Q

Hierarchy of needs

A

Basic needs
Psychological needs
Self-fulfillment needs

40
Q

Uses quantitative approach such as statistical
& computer simulation for management
decision.

A

Quantitative Management Theory

41
Q

Uses mathematics in problem solving and
decision making, models, outlines that will
become a basis for business improvement.
NOT ACTUAL: JUST A PLAN

A

Management Science

42
Q

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

A

Operations Management

43
Q

Emphasizes consistency in organization,
production of high-quality products, and
services.
Quality will be maintained by: Regular
evaluation, testing and implementation of
improvements.

A

Quality Management Theory

44
Q
  • 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
A

Edward Deming

45
Q

Functions of a Manager

A

Planning
Organizing
Leading
Controlling

46
Q

A manager should identify the
goals, objectives of the organization and the step-by-step actions the organization will make to achieve it.

A

Planning

47
Q

Distribute the task and
group the employees accordingly.

A

Organizing

48
Q

A manager should influence its
subordinates to perform well.

A

Leading

49
Q

As a manager you should
identify the different problems that hinders
the organization to achieve its goals and then resolve it.

A

Controlling

50
Q

Interpersonal Management Roles

A

Figurehead
Leader
Liaison

51
Q

Informational Management Roles

A

Monitor
Disseminator
Spokeperson

52
Q

Decisional Management Roles

A

Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

53
Q

The manager should be the
role model, inspiration to the organization.

A

FIGUREHEAD

54
Q

The heart of the managersubordinates relation

A

LEADER

55
Q

The manager is the center of
communication and information that’s why
he/she needs to have a communication skills
for information exchange.

A

LIAISON

56
Q

The manager seeks and receive
infos from other sources for him/her to
evaluate the overall performance and wellbeing of the organization.

A

MONITOR

57
Q

The manager disseminates external infos to the org and to its subordinates

A

DISSEMINATOR

58
Q

The manager relays information to different groups and orgs outside the company

A

SPOKESPERSON

59
Q

The manager is the one
who thinks new ideas, designs, opportunities for the company.

A

ENTREPRENEUR

60
Q

Since emergency, unexpected changes, unexpected failures may happen to the company anytime, the manager should know how to handle and resolve it.

A

DISTURBANCE HANDLER

61
Q

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

A

 RESOURCE ALLOCATOR

62
Q

–The job of the manager is
to communicate also with the outside groups and organization and even with his/her members.

A

NEGOTIATOR

63
Q

Skills of a Manager

A

Conceptual Skills
Human Skills
Technical Skills

64
Q

Problem-solving, creativeness, analyzation,
can think and decide the best strategies and actions.

A

Conceptual Skills

65
Q

Leading in general, capacity to motivate, lead,
and control
Can effectively communicate and coordinate

A

Human Skills

66
Q

Capabilities, task specialization
Specialization of a manager needed in a
particular area he/she was assigned.

A

Technical Skills

67
Q

This analysis helps a business owner to identify the different factors that can help on the overall success or failure of his/her business.

A

SWOT ANALYSIS

68
Q

SWOT

A

STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS

69
Q

A business that is owned and run by only one person.
- Owner dies = business die

A

Sole Proprietorship

70
Q

Owners invest their money,
property, labor for the business that’s why if something happens to the business, all of
them are 100% accountable.

A

General Partnership

71
Q

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

A

Limited Partnership

72
Q

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

A

Planning

73
Q

TYPES OF PLANS

A

STRATEGIC
TACTICAL
OPERATIONAL

74
Q

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?”

A

Strategic

75
Q

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?

A

Tactical

76
Q

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.

A

Operational

76
Q

STEPS OF PLANNING PROCESS

A

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
Q

These goals and objectives will serve
as the finish line of an organization.

A

Step1: Establish the goals and Objectives

78
Q

Determining the areas where your
organization is strong and also
determining the limitations in order
to have the right actions.

A

Step2: The strategy meets your goals

79
Q

Seek and collect various information
that will help to plan and make
methods and strategies.

A

Step3: Gather and analysis information

80
Q

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.

A

Step4: Draft and implement your plans

81
Q

After achieving the goal, you need to
continuously review it if you really
did it 100% correctly.

A

Step5: Review your goals and Market situation

82
Q

Levels of Planning

A

Corporate
Business
Functional

83
Q

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.

A

Corporate Level

84
Q

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.

A

Business Level

85
Q

Planning Techniques

A

Qualitative
Quantitative

86
Q

Moving process. The procedure, the
progress of an organization.

A

Functional Level

87
Q

Do not involve any math, statistics,
measurements, etc.
- More on observations, finding
opinions and suggestions.

A

Qualitative

88
Q

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

A

Quantitative

89
Q

Planning Tools

A

Brainstorming
Nominal
Delphi
Decision Making

90
Q

This is where the group members
are free to share their ideas,
thoughts and opinions. From there
they will now find the common
answer.

A

Brainstorming

91
Q

Almost the same with brainstorming
but, if the group will give their ideas,
it must only focused on the agenda.

A

Nominal

92
Q

They are repeating the same
questions to see if the respondents
are immediately changing their
decisions or answers.

A

Delphi

93
Q

It happens within ourselves. It is by
choosing to all of the choices we
have. The decision we made might
be right or wrong

A

Decision Making

94
Q

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.

A

Functional Organization

95
Q

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

A

Functional Authority

GR 11 (18 decks)

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