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Overall Topics > Organization & Management > Flashcards

Organization & Management Flashcards

1
Q

is the process of attaining organizational objective in an efficient and effective manner, through the five managerial functions such as planning, organizing, staffing, leading and controlling.

A

Management

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2
Q

is getting the most output from the least amount of input.

A

Efficiency

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3
Q

is completing activities so that organizational goals are attained.

A

Effectiveness

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4
Q

Doing the right things

A

Effectiveness

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5
Q

Doing things right

A

Efficiency

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6
Q

MEANS

A

Efficiency

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7
Q

ENDS

A

Effectiveness

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8
Q

high efficiency means

A

Low resource waste

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9
Q

high effectiveness means

A

High goals attainment

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10
Q

Recite the characteristic of management

A

Goal-oriented, universal, continuous process, multi-disciplinary, intangible force, situational, system of authority, and both science& art.

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11
Q

distinct process consisting of planning, organizing, activating and controlling to determine the objectives by the use of people and resources.

A

Management

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12
Q

who said this? - distinct process consisting of planning, organizing, activating and controlling to determine the objectives by the use of people and resources.

A

G.R. Terry

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13
Q

Function of management

A

Planning, organizing, controlling, directing and staffing

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14
Q

process of setting goals and choosing the means to achieve the set goals.

A

Planning

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15
Q

deciding in advance

A

Planning

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16
Q

recite some importance of planning

A

-

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17
Q

process of arranging and allocating work, authority and resources among organizations members so that they can achieve organizations goals.

A

Organizing

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18
Q

recite some importance of organizing

A

-

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19
Q

process of obtaining and maintaining capable and competent candidates to fill the job position.

A

Staffing

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20
Q

recite some importance of staffing

A

-

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21
Q

process of directing and influencing organizational members to achieve organizational goals.

A

Directing

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22
Q

recite some importance of directing/leading:

A

-

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23
Q

process of ensuring that actual activities conform to planned activities.

A

Controlling

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24
Q

individuals who are responsible for the work of the others.

A

Managers

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25
Q

also called as senior or upper management

A

Top Level Management

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26
Q

they’re the frontline managers or supervisors or team leaders. Also called as Formen.

A

Low Level Manager

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27
Q

come at the top of organizational hierarchy.

A

Top level Manager

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28
Q

officially represent the organization to the external environment.

A

Top Level Management

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29
Q

they are positioned between Top and Low level management

A

Middle Level Management

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30
Q

responsible for implementation of polices and plans developed by the top management

A

Middle Level Management

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31
Q

SERVE AS A LINK (BRIDGE) BETWEEN TOP MANAGEMENT AND SUPERVISORY MANAGEMENT.

A

Middle Level Management

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32
Q

are found at the bottom of organization’s hierarchy.

A

Low Level Management

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33
Q

also called as first line, supervisory or operational level management.

A

Low Level Management

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34
Q

are the only managers who do not manage other managers.

A

Low Level Management

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35
Q

the one who researched managerial roles & behaviours of CEOs

A

Henry Mintzberg

36
Q

the managers performs social, inspirational, legal and ceremonial duties. They’re also the symbol and must be on hand for people or agencies that only deal with him or her because of status and authority.

A

Figureheads

37
Q

is at the heart of the manager-subordinate relationship and managerial power. They are a pervasive presence among subordinates, although relationship between the leader and other members of the group tends to be indirect.

A

Leader

38
Q

the managers is an information and communication center. They builds and maintains relationships with other companies.

A

Liaison

39
Q

the manager seeks and receives information from various sources to evaluate the organization’s performance, well-being and situation. The manager performs vital tasks such as monitoring of internal operations, external events, ideas, trends, analysis and possible threats.

A

Monitor

40
Q

the manager communicates external information to the organization and facilitates information exchange between subordinates.

A

Disseminator

41
Q

the manager relays information to other groups and entities outside of the company. Key influencers and stakeholders are kept informed of company performance, plans and policies.

A

Spokesperson

42
Q

the manager designs and initiates new opportunities for the company. They are a risk-taker and is often involved in start ups and new projects.

A

Entrepreneur

43
Q

Disturbances may arise from certain actions of the staff, unexpected changes in resources and external threats. They also arise when workers and managers make mistakes or when innovation creates unexpected consequences.

A

Disturbance Handler

44
Q

The manager oversees and controls resource allocation by evaluating major decisions involving resources.

A

Resource allocator

45
Q

vital task of all managers

A

Negotiation

46
Q

the manager takes charge of communicating and negotiating with other organizations and even among the members of the company

A

Negotiator

47
Q

Is a process of planning, organizing, leading and controlling the activities of an organization effectively and efficiently to achieve goals.

A

Management Theory

48
Q

PRACTICE OF MANAGERIAL FUNCTION IN CHINA

A

1100BC

49
Q

Scientific Management Theory is developed by?

A

Frederick W. Taylor

50
Q

an American engineer and known to be the “Father of Scientific Management”

A

Frederick W. Taylor

51
Q

This theory studies the application of scientific methods and principles

A

Scientific Management Theory

52
Q

replace with scientific method.

-general rules base on experienced rather than fact or scientific expression.

A

rule-of-thumb

53
Q

was developed.

they measure & divide the time on how long will it takes for parts to be assembled.

A

time and motion study

54
Q

example of scientific management

A

Ford Model T. (a model of car)

55
Q

ford model t. is made by?

A

Henry ford

56
Q

Administrative Management Theory was introduced in the 20th century by?

A

Henri Fayol, French industrialist.

57
Q

a German sociologist, contributed to the development of AMT.

A

Max Weber

58
Q

focuses on the overall management of an organization, emphasizing the role of the managers as administrators of the organization

A

Administrative Management Theory

59
Q

task specialization to increase productivity

A

Division of work

60
Q

the right to give order and exact obedience

A

Authority & responsibility

61
Q

obedinece, application, energy of the individual and warning, fines and suspensions for enforcement

A

Discipline

62
Q

employee should receive orders from one supervisor only.

A

Unity of Command

63
Q

one head and one plan for a group of act. Having the same direction. Having one goal.

A

Unity of direction

64
Q

employees should put your personal desire in pursuit of greater purpose

A

Subordination

65
Q

pay should be fair and should reward “well directed effort”

A

Remuneration

66
Q

establish the most effective balance between centralization & decentralization

A

Centralization

67
Q

must follow the “chain of superior” up to communicate across

A

Scalar chain

68
Q

the right man in the right place to form an effective social order.

A

Order

69
Q

desire of equity and equality of treatment of employees, a combination of kindliness & justice

A

Equity

70
Q

people needs time to learn their jobs. Leader should be loyal for their employee to be loyal too.

A

Stability and Tenure of Personnel

71
Q

should encourage and inspire the initiative of the employees

A

Initiative

72
Q

seeks to establish unity and harmony. Teamwork in achieving goals of the company.

A

Esprit de Corps

73
Q

It focuses on the social element in the workplace and c0onsiders the influence of interpersonal relationships.

A

Human Relations Theory

74
Q

when was human relation established and who established it?

A

Established in 1920s with pioneering studies of Elton Mayo, an Austrialian Psychologist

75
Q

also contributed to this theory through his Hierarchy of Needs Model

A

Abraham Maslow

76
Q

Managers were encouraged to be supportive of their workers an to actively involve them in decision making.

A

Human Relations Theory

77
Q

Uses quantitative approaches such as statistical analyses and computer simulations to arrive at a management decision

A

Quantitative Management Theory

78
Q

uses mathematics in problem solving and decision making.

A

Management science

79
Q

seeks to apply ideas and models from management science to actual workplace.

A

Operations management

80
Q

gathers past, present and project data and transform them into usable information

A

Management information system

81
Q

an industrial psychologist

A

Fred Fiedler

82
Q

Considers the unique characteristics of managers as well as the effect of environmental factors in addressing management problems

A

Contingency Theory

83
Q

Emphasizes consistency in an organization and minimal to no error or defects in the production
Which results to high customers satisfaction and increase revenue.

A

Quality Management Theory

84
Q

who established Quality Management Theory?

A

William Edwards Deming

85
Q

Japanese concept of quality management, which means “change for the better”

A

Kaizen

Overall Topics (1 decks)

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