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ORGANIZATION AND MANAGEMENT Flashcards

1
Q

Is both a science and an art.

A

MANAGEMENT

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2
Q

Management is a process of ___, _____, _____, and ____ to achieve specific goals and objectives

A

planning organizing leading and controlling

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3
Q

Management is a Process

A

planning organizing leading and controlling

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4
Q

Management Uses Resources

A

People, Money, Material/Machineries, Time

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5
Q

Management aims to achieve objectives:

A

SMART Objectives

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6
Q

What is the acronym of SMART?

A

Specific, Measurable, Attainable/Achievable, Realistic, Time-Bound

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7
Q

What is planning?

A

Define as the process of identifying the
objectives of a task, assignment, or
cause and the corresponding activities
to achieve those objectives
(Shermerhorn, 2011).

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8
Q

4 Process of Planning

A
  1. Setting organizational, divisional, or unit goals;
  2. Developing strategies or tactics to reach
    those goals
  3. Determining resources needed;
  4. Setting standards
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9
Q

visual planning tool in a form of a
summary table

A

Work Plan

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10
Q

The information inside the Work Plan:

A

a. The objectives
b. Corresponding activities to accomplish
c. Person responsible for doing the
identified activities
d. Time frame
e. Resources needed

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11
Q

3 Management Levels

A

Top Management
Middle Management
Lower Management

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12
Q

Chief Executive Officer,
President, Vice Presidents,
General Manager, Division
Heads

A

Top Management

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13
Q

What are the workers under the Middle Management?

A

Functional Managers ,
Product Line Managers,
Department Heads

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14
Q

Unit Managers, First Line
Supervisors

A

Lower Management

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15
Q

refers to the process of
determining the major goals of the
organization and the policies and strategies
for obtaining and using resources to achieve
those goals.

A

Strategic Planning

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16
Q

refers to the process
of determining the contributions that subunits
can make with allocated resources.

A

Indermediate Planning

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17
Q

What is Operational Planning

A

is the process of
determining how specific task can be
accomplished on time with variable resources.

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18
Q

a written document or blueprint for implementing
and controlling an organization’s marketing activities.

A

Marketing Plan

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19
Q

What is the Production Plan?

A

written documents that state the quantity of
output a company must produce in broad terms and by product family.

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20
Q

this document that summarizes the current
financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.

A

Financial Plan

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21
Q

a document that indicates
the human resources needs of a company detailed terms of quantity and quality based on the requirements of the company’s strategic plan.

A

Human Resource Management Plan

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22
Q

What are short range plans?

A

These are plans intended to cover a period or
less than one year.

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23
Q

Plans covering a time span of more than one year

A

Long Range Plans

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24
Q

These are plans that are used to gain and again,
and they focus on managerial situations that recur repeatedly.

A

Standing Plans

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25
Q

These are broad guidelines to aid managers at every level
in making decisions about recurring situations or functions.

A

Policies

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25
Q

These are plans that describe the exact series of actions to be taken in a given situation.

A

Procedures

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25
Q

What are rules?

A

These are statements that either require or forbid a certain action.

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25
Q

These plans are specifically developed to
implement courses of action that are relatively unique and are unlikely to be repeated.

A

Single-Use Plans

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25
Q

Is a plan which sets forth projected expenditures for a
certain activity and explains where the required funds will come.

A

Budget

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25
Q

Program

A

Is a single use plan designed to coordinate a large set of activities.

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26
Q

Is a single use plan that is usually more limited in scope
than a program and is sometimes prepared to support a program.

A

Project

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27
Q

Is the gathering the resources required
to carry out the activities and allocating
the effective and efficient use of other
resources (Schermerhorn, 2011).

A

Organizing

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28
Q

Is that management function which
involves influencing others to engage in
the work behaviors necessary to reach
organizational goals.

A

Leading

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29
Q

Is defined as monitoring and evaluation
of activities undertaken in relation to
the stated objectives (Shermerhorn, 2011)

A

Controlling

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30
Q

which expressed in quantity or monetary
terms;

A

sales target

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31
Q

which are expressed in quantity and
quality;

A

production targets

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32
Q

which expressed in terms of rate of
absences;

A

Worker Attendance

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33
Q

which expressed in number of accidents for
given periods;

A

Safety Records

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34
Q

which are expressed in number in quantity
or monetary terms for given periods.

A

Supplies Used

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35
Q

Define as a social setting composed for
several groups of people who bond to
work together who achieve a common
purpose.

A

Organization

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36
Q

Types of Organization

A

Government
Non-Government
Private

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37
Q

Sole Proprietorship

A

A form of business is owned by one person;
the simplest, and the most common form of
business organization.

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38
Q

Refers to an association of two or more
persons to carry on as co- owners of a
business for profit.

” By the contract of
partnership, two or more persons bind
themselves to contribute money, property,
or industry to a common fund with the
intention of dividing the profits among
themselves.

”( Article 1767, New Civil Code)

A

Partnership

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39
Q

Is a business organized as a separate
legal entity (artificial person) under the
Corporation law with ownership divided
into transferable shares of stocks.

A

Corporation

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40
Q

is a duly registered
association of persons with a common
bond of interest , voluntarily joining
together to achieve their social economic
and cultural needs.

A

Cooperative

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41
Q

Management Theories maybe grouped
into three main schools thought or
management approaches namely:

A

Classical Management
Behavioral Management
Modern Management

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42
Q

Developed approximately during
1900-1930, look at management mainly
from a “rational” perspective that
assumes there is “one best way” to do
things.

A

Classical Management Theory

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43
Q

Who is Frederick Taylor?

A

Father of principles of scientific management.

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44
Q

Determination in finding “one best way” for
workers to fulfill the best jobs assigned to them.

Job motion study (analysis of tasks in terms of
physical motions)

Careful selection and training of workers.

Aimed worker’s productivity

A

Scientific Management

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45
Q

Father of administrative principles, 14 principles of management

A

Henri Fayol

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46
Q

Max Weber

A

Father of principles of bureaucracy

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47
Q

The ideal structure

Characterized by division of labor, a clear
authority hierarchy, formal selection
procedures, detailed rules and regulations, and
impersonal.

A

bureaucracy - max weber

48
Q

Douglas McGregor

A

Father of X and Y Theory

49
Q

Hierarchy of Human Needs

A

Abraham Maslow

50
Q

People under the Classical Management Theory

A

Frederick Taylor
Max Weber
Henri Fayol

51
Q

People under Behavioral Management Theory

A

Douglas Mcgregor
Abraham Maslow

52
Q

People under the Modern Management Theories

A

Edwards Deming
Joseph Juran
Peter Drucker
Peter Senge
Jeffrey Pfeffer
Robert Sutton
Michael Porter

53
Q

(Father of the total quality
movement)

A

Edwards Deming

54
Q

Who is Joseph Juran?

A

(Father of the quality principle of
plan-control-improve)

55
Q

(Father of modern management)

A

Peter Drucker

56
Q

(Father of learning organization)

A

Peter Senge

57
Q

(Developer of the evidence based
management)

A

Jeffrey Pfeffer

58
Q

(American professor and researcher)

A

Robert Sutton

59
Q

Michael Porter

A

(Father of competitive strategy)

60
Q

is the one who is mainly responsible
and accountable for accomplishing the specific
goal or objectives of a particular group (such as
unit, division, or department) or several groups.

A

manager

61
Q

Top Managers

A

manage the middle managers. They
have larger responsibilities and accountabilities.

62
Q

manage the
work of the supervisors or other members of the
organization. They are the division heads, depending
on the size and nature of the organization.

A

Middle managers

63
Q

First Level Managers

A

the first level managers
manage work of memebers who are directly
involved in the production of products nad delivery
of servies of the organization.

64
Q

as figurehead, is a role
model for the members of the organiation. As a
leader, he or she provides direction to activities and
outputs of the subordinates.

A

Interpersonal Roles

65
Q

Informational Roles

A

A manager also serves the role
moitor who is responsible for gathering information
and tacking what is happening inside and outside the
organization.

66
Q

A manager is an entrepreneur who
develops new opportunities for the business. A
resource allocator who allocates fund and distributes
resources for effective use.

A

Decisional Roles

67
Q

Technical Skills

A

This pertains to abilities or
expertise to do the job required.

68
Q

This pertains to interpersonal skillls
or the ability to work well with other people.

This skill is essential in handling and addressing
individual differences and challenging tasks required
among members.

A

Human Skills

69
Q

Conceptual Skills

A

This pertains to the ability to
think and analytically.

70
Q

is the presence of natural risks in the environment due
to vulnerability of the Philippines.

A

PEST Analysis

71
Q

the environment pertain to legal regulations, political
orientations, government policies, and compliance procedures of
government bodies that affect or control the operations of a firm.

A

Political Forces

72
Q

Economic Forces

A

affect firms pertain to economic conditions
relevant to the business.

73
Q

people’s characteristics and lifestyles that
impinge on the operationsof a firm. They pertain to social norms, customs, and values.

A

Sociocultural forces

74
Q

Power distance

A

the degree which power differences among people
differences.

75
Q

the degree which members of the society
become uncomfortable when faced with uncertainty or ambiguity.

A

Uncertainty avoidance

76
Q

Recent advancements in technology have led to great strides in
productions, innovations process improvements, and integrated
systems in the manufacturing and service sectors.

A

Technical Forces

77
Q

Natural Risks

A

there are also natural risks that can affect the firm’s
environment . Natural risks include strong typhoons, earthquakes,
vulcanic eruptions, tsunamis and storm surges.

78
Q

is the process of assessing the
internal and external operating environment of a firm to
analyze its strengths, weaknesses, opportunities and threats
(SWOT Analysis)

A

Environmental Scanning

79
Q

examines the opportunities and threats in the firm
based on different forces in the environment (PEST). It aslso includes
analysis of competitive forces in specific industry where the firm
belongs, such as competitors, buyers, supplers and substitutes for the
firm’s product or service.

A

External Analysis

80
Q

examines the strenghts and weaknesses and
condition inside the firm such as skills and competencies of
employees, capacities of resources, organizational culture,
and team spirit.

A

Internal analysis

81
Q

The two things under Internal Analysis:

A

Strengths
Weaknesses

82
Q

Two things under External Analysis

A

Opportunities and Threats

83
Q

A firm’s resources and capabilities that can be used as
a basis for developing a competitive advantage.

A

Strength

84
Q

List of areas where the company might struggle.
The absence of certain strengths which may be viewed as
weaknesses.

A

Weaknesses

85
Q

Areas that may reveal certain new opportunities
for profit and growth.

A

Opportunities

86
Q

Changes in the external environment which may
present threats to the company.

A

Threats

87
Q

statement describes what a company desires to
achieve in the long-run, generally in a time frame of five to ten
years, or sometimes even longer.

A

Vision

88
Q

declaration of the purpose of the
organization, and often defines the scope of its operations in
product, market, and service terms.

A

Mission

89
Q

Steps in Decision Making Process

A
  1. Identify and define the problem.
  2. Generate and evaluate alternative courses of action.
  3. Choose the most appropriate course of action.
  4. Implement the chosen course of action.
  5. Evaluate the results.
90
Q

attempt to foretell or predict future trends,
events or conditions from known data and to prepare for the
expected changes in the business or industry.

A

Forecasting

91
Q

involves probing the customer or
respondent through questionnaires or interviews. Usually a sample group is chosen for this purpose.

A

Survey Method

92
Q

the future is
predicted by projected trends using past data or information.

A

Trend Method or time series analysis

93
Q

this models are based on
statistical methods of analyzing data and making predictions.

A

Econometric Method

94
Q

involves predicting potential alternative
events that might happen. It entails preparing resources and
actions to prevent or mitigate the “shocks” from negative
events. It is often use in strategic planning.

A

Scenario planning

95
Q

is the process of identifying the
alternative courses of action in the event that unforeseen or uncontrollable events take place.

A

Contingency Planning

96
Q

technique that finding out what other
organizations are doing well and then incorporating those
“best practices” into the operations of one’s organization to
improve its cost and effectiveness.

A

benchmarking

97
Q

break-even charts are used in
planning purposes.

A

Break-even Analysis

98
Q

use in planning time for various activities in an
organization.

A

Scheduling

99
Q

is an abstract, big-picture, overarching, long-term,
short statement of the desired outcome.

A

goal

100
Q

is a specific, short-term, and actionable target that needs
to be achieved or a set of activities that must be completed in order to
reach a set goal.

A

objective

101
Q

-is any economic activity conducted primarily
for profit.

A

Business

102
Q

Businessman or Entrepreneur

A

person engaged in business.

103
Q

form of business is owned by one person; the
simplest, and the most common form of
business organization.

A

Sole proprietorship

104
Q

Advantages of Sole Proprietorship

A

It is easiest and least expensive of
ownership to organize

Sole proprietors are in complete
control in decision making

The owner keeps all the profits.

The business is easy to dissolve.

105
Q

Disadvantages of Sole Propiertorship

A

The amount of capital is limited
only by the wealth of the
proprietor.

The life of the business is limited to
the life of the owner. once the
owner dies, the business will cease
to operate under the name of the
proprietor.

Management may only depend on
the capacity of the owner.

106
Q

this refers to an association
of two or more persons to carry on as
co-owners of a business for profit.” By the
contract of partnership, two or more
persons bind themselves to contribute
money, property, or industry to a common
fund with the intention of dividing the profits
among

A

Partnership

107
Q

arrangement between
the partners are outlined in a written
document called _____

A

Articles of Partnership

108
Q

Advantages of Partnership

A

Higher capital because two or
more persons will contribute to the
common fund.

Better business decisions can be
made.

Easy to form, subject to less
government requirements.

109
Q

Disadvantages of Partnership

A

Unlimited Liability

The profits are divided among the
partners.

Conflict in decision making

A partner can be held liable for the
acts of the other partners.

Limited Life

110
Q

is a business
organized as a separate legal entity
(artificial person) under the
corporation law with ownership
divided into transferable shares of
stocks

A

corporation

111
Q

is the
government agency primarily tasked to regulate private
corporations in the Philippines.

A

SEC (Securities and Exchange Commission_

112
Q

Advantages of Corporation

A

Can easily raise additional funds
by selling shares of stocks to the
public.

Shareholders have limited liability
for the corporation’s debts or
judgement against the
corporation.

Shareholders can only be held
accountable for their investment in
the stock of the company

113
Q

Disadvantages of Corporation

A

Most costly and difficult to
organize

Shareholders have limited access
and control over management and
operations.

Subject to several legal restrictions
as listed in the Corporation Code of
the Philippines

114
Q

duly registered
association of persons with a common
bond of interest, voluntarily joining
together to achieve their social,
economic and cultural needs.

A

Cooperative

115
Q

A cooperative business organization is
regulated by the _____

A

Cooperative Development
Authority (CDA).

116
Q

Advantages of Cooperative

A

Enjoys certain tax
exemption privilege

Promotes the concept of
sharing resources

117
Q

Disadvantages of Cooperative

A

Limited distribution of
surplus

Requires continuous
education programs for
members.

The members have active
and direct participation
in the business of the
cooperative

118
Q

Economic development phases are the distinct stages
involved in the total process of economic development in a
particular country.

historical
approach in suggesting that developed countries have to
pass through five phases to reach their current degree of
economic development.

A

Rostow’s Economic Development Phases

119
Q

This is an agricultural economy of
mainly subsistence farming, little of
which is traded. The size of the
capital stock is limited and of low
quality which results to low labor
productivity and little surplus output
left to sell in domestic and overseas
markets.

A

Traditional society

120
Q

Savings and investment grow
although they are still a small
percentage of national income (GDP).
Some external funding is required- for
example in the form of remittance
incomes from migrant workers living
overseas.

A

Preconditions for take-off

121
Q

Manufacturing industry assumes
greater importance, although the
number of industries remain small.
Political and social institutions start to
develop – external finance may still be
required. Savings and investment
grow. Agriculture assumes lesser
importance although the majority of
people remain employed in the
farming sector.

A

Take-off

122
Q

Industry becomes more diverse.
Growth spreads to different parts of
the country as technology improves.
The economy moves from being
dependent on factor inputs for growth
towards making better use of
innovation to bring about per capita
income increases.

A

Drive to maturity

123
Q

Output levels grow, enabling increased
consumer expenditure. There is a shift
towards tertiary sector activity and the
growth is sustained by the expansion
of a middle class consumers

A

Age of mass consumption

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