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dy's reviewer > org n management > Flashcards

org n management Flashcards

1
Q

groups of people that may be affected by the actions, policies, or decisions of an organization

A

stakeholders

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2
Q

the employees under the authority or control of a superior or manager in an organization

A

subordinates

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3
Q

different types of managers

A
  1. problem-solving manager
  2. pitchfork manager
  3. pontificating manager
  4. presumptuous manager
  5. perfect manager
  6. passive manager
  7. proactive manager
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4
Q

focuses on providing solution to every problem of the company

A

problem-solving manager

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5
Q

this manager also concentrates on achieving the company’s goals

A

problem-solving manager

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6
Q

however, managers of this type sometimes tend to overdo the task of solving every problem which affects his or her overall performance

A

problem-solving manager

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7
Q

threatens employees to work towards goal

A

pitchfork manager

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8
Q

this manager employs fear tactics and uses an “iron hand” to push employees for results to avoid consequences

A

pitchfork manager

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9
Q

its neither follows any strategies nor prepares for any situation or task and usually ends up with inconsistent results

A

pontificating manager

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10
Q

this overfriendliness usually hinders his or her leadership decisions and results in a less systematic approach to problems

A

pontificating manager

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11
Q

thinks only of himself or herself

A

presumptuous manager

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12
Q

this type of manager is not a team player and usually works for personal gain or interest

A

presumptuous manager

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13
Q

this type of manager is characterized as being too proud and overconfident and has the tendency to compete with the members of the team

A

presumptuous manager

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14
Q

its open to change and personal growth. he/she can be very mechanical and may lack the interpersonal skills to interact more closely with his or her team members

A

perfect manager

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15
Q

he/she just concentrate on facts and figures, for example, about the product or service being offered

A

perfect manager

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16
Q

it wants to please everyone and make the team members happy

A

passive manager

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17
Q

this type of manager is described as very timid in his/her approach to avoid any confrontation with anyone

A

passive manager

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18
Q

oit possesses the good qualities of the other types of managers

A

proactive manager

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19
Q

five functions of management

A
  1. Planning
  2. Organization
  3. Staffing
  4. Leading
  5. Controlling
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20
Q

it deals with plotting and jotting down of action plans and decisions in advance to achieve the pre-determined goals of the organization

A

planning

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21
Q

its the process of bringing together physical, financial and human resources and developing productive relationship amongst them for the achievement of organization

A

organizing

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22
Q

the determination of personnel needs and the selection, orientation, training and continuing evaluation of the individual who hold the required positions identified in the organization process

A

staffing

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23
Q

implies overseeing the work of subordinates by their superiors

A

supervision

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24
Q

it’s the act of watching, directing work and workers

A

supervision

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25
Q

elements of leading

A
  1. Supervision
  2. motivation
  3. leadership
  4. communications
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26
Q

manager guides and influences the work of subordinates in the desired direction

A

leadership

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27
Q

process of passing information, experience, opinion

A

communications

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28
Q

its a bridge of understanding

A

communications

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29
Q

measurements and correction of performance activities of subordinates

A

controlling

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30
Q

who said that the controlling is “measurements and correction of performance activities of subordinates”

A

Koontz & O’Donnell

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31
Q

controlling following steps

A
  1. Establishment of standard performance
  2. Measurement of actual performance
  3. Comparison of actual performance with the standards
  4. Corrective action
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32
Q

level of Management

A

• Top-level management
• Middle-level Management
• Lower-level Management

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33
Q

management roles

A
  • interpersonal
  • information
  • decisional
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34
Q

who did identified managerial roles

A

Henry Mintzberg

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35
Q

the price of a nation’s currency in comparison to foreign currency

A

exchange rate

36
Q
  • an increase in the amount and value of goods and services produced by an economy for a certain period.
A

Economic Growth

37
Q
  • how fast the general level of the prices of goods and services increases.
A

Inflation rate

38
Q

Refers to the conditions and elements that define its operations and determine its success.

A

Business Firms Environment

39
Q

There are two types of the firm’s environment.

A

internal environment
external environment

40
Q

Consists of elements that have a direct impact on the business operations.

A

internal environment

41
Q

Consists of factors that have indirect but significant influence on the operations of the business. These factors, however, cannot be controlled by the firm.

A

external environment

42
Q

MICROENVIRONMENT
It is also known as the

A

“operating environment”
“general environment”.

43
Q

you can do it dy!!!!

A
44
Q

This helps you understand the “big picture” forces of change that you’re exposed to, and, from this, take advantage of the opportunities that they present.

A

PEST Analysis

45
Q

what are the PEST

A

Political,
Economic,
Socio-Cultural, and
Technological

46
Q

he thought to be the creator of PEST Analysis. He included a scanning tool called ETPS in his 1967 book, “Scanning the Business Environment.”

A

Harvard professor Francis Aguilar

47
Q

He included a scanning tool called ETPS in his 1967 book,

A

“Scanning the Business Environment.”

48
Q

Is the actual monitoring and evaluation of information from the external and internal environment of a business organization.

A

environment scanning

49
Q

Three modes of environmental scanning:

A

ad hoc environment scanning,
regular scanning, and
continuing scanning.

50
Q

is not often done and is usually applicable only during a crisis.

A

Ad hoc environmental scanning

51
Q

is usually done at least once a year or regular intervals.

A

Regular scanning

52
Q

refers to the continuous collection of data on a broad range of environmental factors.

A

Continuous scanning

53
Q

was first tested by ALBERT HUMPREY (1926-2005), American business and management consultant.

A

SWOT analysis

54
Q

what are the four SWOT

A

Strength, Weaknesses, Opportunities and Threats

55
Q

American business and management consultant.

A

ALBERT HUMPREY (1926-2005),

56
Q
  • It includes the company’s attributes that give a competitive edge over others.
A

STRENGTHS

57
Q
  • It is something a firm lacks, does poorly or a condition placing it at a disadvantage.
A

WEAKNESSES

58
Q
  • refer to situations where there are potentials from developing into products or services or other business opportunities.
A

OPPORTUNITIES

59
Q
  • they come in the form of internal and external factors that may put the firm in uncompromising situations, scenarios, or developments largely influenced by the factors external to the firm from the its competitors.
A

THREATS

60
Q

– It is how the government intervenes in the economy. The laws, global issues, legislation, regulations, which may have a direct effect on the business.

A

POLITICAL FACTORS

61
Q

– taxes, interest rates, inflation, the stock markets and consumer confidence must be considered.

A

ECONOMIC FACTORS

62
Q

– changes in lifestyle and buying trends, media, major events, ethics, advertising and publicity factors.

A

SOCIAL FACTORS

63
Q

– innovations, access to technology, licensing, manufacturing, research funding, global communications.

A

TECHNOLOGICAL FACTORS

64
Q

a measurement tool which is used to assess marker for a particular products or a business at a given time frame

A

PEST ANALYSIS

65
Q

these can influence marketing and relationships that a company has worked hard to develop

A

PEST ANALYSIS

66
Q

external environment micro factors

A

customers
competitors
suppliers
society
intermediaries

67
Q

includes agent and broken who help the business firm to find the customers

A

intermediaries

68
Q

its necessary to have reliable source of supply for the smooth working of the firm

A

suppliers

69
Q

information must be collected about ….

A

competitors competitors

70
Q

the members of the __ includes:
financial institution
shareholders
government employees
general
public

A

society

71
Q

is the king of market

A

customers

72
Q

it builds and maintain relationship with other companies

A

liaison

73
Q

its pervasive presence among subordinates

A

leader

74
Q

the manager seeks and receives information from various sources

A

monitor

75
Q

the manager relays information to other groups and entities

A

spokesperson

76
Q

manager communicates external information to the organization

A

disseminator

77
Q

the manager is a symbol and must be on hand for people

A

Figurehead

78
Q

the manager designs and initiates new opportunities for the company and it’s a risk taker

A

entrepreneur

79
Q

vital/viral task of all manager

A

negotiator

80
Q

the manager oversees and control resource

A

resource allocator

81
Q

involved in stepping into deal with these matters, evaluate the situation

A

disturbance handler

82
Q

what are fhe the 3 management skills

A

conceptual skills
human skills
technical skills

83
Q

interpersonal management roles

A

Figurehead
leader
liaison

84
Q

informational management roles

A

monitor
disseminator
spokesperson

85
Q

decisional management roles

A

entrepreneur
disturbance handler
resource allocate
negotiator

dy's reviewer (13 decks)

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