org n management Flashcards by dy .y

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

stakeholders

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

subordinates

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different types of managers

problem-solving manager
pitchfork manager
pontificating manager
presumptuous manager
perfect manager
passive manager
proactive manager

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focuses on providing solution to every problem of the company

problem-solving manager

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this manager also concentrates on achieving the company’s goals

problem-solving manager

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

problem-solving manager

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threatens employees to work towards goal

pitchfork manager

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

pitchfork manager

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

pontificating manager

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

pontificating manager

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thinks only of himself or herself

presumptuous manager

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

presumptuous manager

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

presumptuous manager

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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

perfect manager

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

perfect manager

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it wants to please everyone and make the team members happy

passive manager

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

passive manager

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oit possesses the good qualities of the other types of managers

proactive manager

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five functions of management

Planning
Organization
Staffing
Leading
Controlling

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

planning

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

organizing

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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

staffing

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implies overseeing the work of subordinates by their superiors

supervision

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

supervision

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elements of leading

1. Supervision 2. motivation 3. leadership 4. communications

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

leadership

process of passing information, experience, opinion

communications

its a bridge of understanding

communications

measurements and correction of performance activities of subordinates

controlling

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

Koontz & O'Donnell

controlling following steps

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

level of Management

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

management roles

- interpersonal - information - decisional

who did identified managerial roles

Henry Mintzberg

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

exchange rate

- an increase in the amount and value of goods and services produced by an economy for a certain period.

Economic Growth

- how fast the general level of the prices of goods and services increases.

Inflation rate

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

Business Firms Environment

There are two types of the firm’s environment.

internal environment external environment

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

internal environment

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

external environment

MICROENVIRONMENT It is also known as the

“operating environment” “general environment”.

you can do it dy!!!!

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.

PEST Analysis

what are the PEST

Political, Economic, Socio-Cultural, and Technological

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

Harvard professor Francis Aguilar

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

"Scanning the Business Environment."

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

environment scanning

Three modes of environmental scanning:

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

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

Ad hoc environmental scanning

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

Regular scanning

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

Continuous scanning

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

SWOT analysis

what are the four SWOT

Strength, Weaknesses, Opportunities and Threats

American business and management consultant.

ALBERT HUMPREY (1926-2005),

- It includes the company’s attributes that give a competitive edge over others.

STRENGTHS

- It is something a firm lacks, does poorly or a condition placing it at a disadvantage.

WEAKNESSES

- refer to situations where there are potentials from developing into products or services or other business opportunities.

OPPORTUNITIES

- 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.

THREATS

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

POLITICAL FACTORS

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

ECONOMIC FACTORS

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

SOCIAL FACTORS

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

TECHNOLOGICAL FACTORS

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

PEST ANALYSIS

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

PEST ANALYSIS

external environment micro factors

customers competitors suppliers society intermediaries

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

intermediaries

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

suppliers

information must be collected about ....

competitors competitors

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

society

is the king of market

customers

it builds and maintain relationship with other companies

liaison

its pervasive presence among subordinates

leader

the manager seeks and receives information from various sources

monitor

the manager relays information to other groups and entities

spokesperson

manager communicates external information to the organization

disseminator

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

Figurehead

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

entrepreneur

vital/viral task of all manager

negotiator

the manager oversees and control resource

resource allocator

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

disturbance handler

what are fhe the 3 management skills

conceptual skills human skills technical skills

interpersonal management roles

Figurehead leader liaison

informational management roles

monitor disseminator spokesperson

decisional management roles

entrepreneur disturbance handler resource allocate negotiator