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Management Concepts > Part 1 Managment Overview > Flashcards

Part 1 Managment Overview Flashcards

1
Q

5 Management Functions

A

P: Planning
O: Organizing
S: Staffing
D: Directing
C: Controlling

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2
Q

3 Skills to successful manager

A
  • Technical (skills and specific tasks)
  • Human/Interpersonal (communication, relationships)
  • Conceptual (ability to integrate activities and interests of an organization ..MOST IMPORTANT)
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3
Q

3 Resources to all Management Principles

A
  • Human resources
  • Physical resources
  • Financial resources
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4
Q

Planning

A

Plans for needs and demands…key is HUMAN RESOURCES

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5
Q

Organizing

A

Grouping, organizing, DELEGATING

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6
Q

Staffing

A

hiring, orienting, employee training, employee evaluating

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7
Q

Directing

A

Delegation of tasks (Where work ACTUALLY gets done, involved human/interpersonal component of management

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8
Q

The Joint Commission TJC

A

1951 Independent not-for-profit accredits and certifies hospitals. Usually exceed standards of CMS (Centers for medicare and medicaid services). Surveys every 3 years

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9
Q

DNVGL Healthcare Inc.

A

corp deeming authority for hospitals since 2008. Annual surveys

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10
Q

CMS

A

role in certifying hospitals, elligible for reimbursement from fed funded programs (Medicare)

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11
Q

Organization of workers joined to protect their common interests and improve working conditions

A

Labor Union

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12
Q

NLRA

A

National Labor relations Act (Wagner Act) 1935. Right of private sector emplyees to organize join labor unions and strike if necessary. Protects employee right from joining or not. PRO-LABOR

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13
Q

Taft-Hartley Act

A

1947 (Labor management relations act) PRO-MANAGEMENT. Outlawed closed shops, addressed issues like restraining emp rights, discriminations, charging excessive union fees…etc

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14
Q

The Labor Management Reporting and Disclosure Act

A

1959 (Landrum-Griffin Act) amended NLRA, protects union members from unions misusing dues and pension funds

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15
Q

Group of employees with clear common Interests

A

Bargaining Unit

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16
Q

Only union members can be hired

A

Closed Shops

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17
Q

Employee doesn’t need to be part of union to be hired but must join union within period after beginning work

A

Union Shops

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18
Q

Dont need to be union member to hold bargaining unit position, but need to pay fees (fees towards activities you’ll benefit from)

A

Agency Shops

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19
Q

No one compelled to join/not join union, no need to pay dues but still considered part of bargaining unit

A

Open Shops

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20
Q

Third-party intervention where the appointed arbitrator had power to dictate settlement terms

A

Arbitration

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21
Q

Established fed minimum wage, overtime pay eligibility, child labor standards

A

Fair Labor Standards Act 1938

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22
Q

Amended FLSA to make it illegal to pay workers lower wages on basis of sex

A

The Equal Pay Act 1963

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23
Q

Prohibits employee discriminations against persons 40 or older

A

The 1967 Age Discrimination in Employment Act

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24
Q

Pay and working condition payment to seasonal migrant workers

A

The 1983 Migrant and Seasonal Agriculture Worker Protection Act

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25
Q

Amended section in FLSA to provide reasonable break time for nursing mothers

A

The Patient Protection and Affordable Care Act

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26
Q

Ended segregation of public places and prohibits discrimination in work place based on race, color, religion, sex

A

The Civil Rights Act of 1964.
Paved way for voting rights act 65 and fair housing act 68

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27
Q

Controlling

A

Establish standards of performance, evaluate actual performance, implement corrective action

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28
Q

W?: locating and encouraging potential applicants to apply for job

A

Recruitment

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29
Q

W?: comparing applicant knowlege, skills..etc and choosing most qualified applicant

A

Selection

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30
Q

W?: includes job title, tasks, duties, roles, and responsibilities for certain jobs

A

Job Description

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31
Q

W?: includes desired qualifications, skills needed to complete job (ideal candidate)

A

Job specification

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32
Q

Progressive Discipline

A

1) Verbal Warning
2) Written Warning
3) Suspension
4) Termination

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33
Q

5 Characteristics of Controlling function of management

A

1) An end function
2) Pervasive
3) Forward looking
4) Dynamic
5) Related to planning

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34
Q

4 steps in controlling

A

1) establish standards
2) measure performance
3) compare actual vs standard performance
4) remedial action

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35
Q

Also called Wagner Act

A

National Labor relations act 1935

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36
Q

Also called Taft-Hartley Act

A

Labor Managment relations act 1947

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37
Q

Also called Landrum-Griffen Act

A

Labor Management Report and disclosure act 1959

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38
Q

Ended segregation in public spaces

A

The Civil Rights Act 1964

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39
Q

Created Equal employment opportunity commission

A

The Civit Rights Act 1964

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40
Q

Made it illegal to pay workers different on bases of sex

A

Equal Pay Act 1963

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41
Q

Prevents union from charging excessive union fees

A

Labor Management relations act 1947 Taft Hartley

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42
Q

Created the national labor relations board

A

The National labor relations act of 1935

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43
Q

Permits states to govern public sector unions

A

National Labor relations act 1935

44
Q

Provides employees with right to join or not join union

A

National labor relations act of 1935

45
Q

Made closed shops illegal

A

Taft-Hartley act (The labor management relations act 1947)

46
Q

Prevents unions from misuing union fees

A

Labor management reporting and disclosing act of 1959

47
Q

Outlawed child labor

A

Fair labor standard act 1938

48
Q

Established federal minimum wage

A

Fair labor standard act of 1938

49
Q

Requires that unions provide duty of fair representation

A

National labor relations acts of 1935

50
Q

Labor strategy that utilizes the unity and size of the bargaining unit to achieve better working conditions for employees

A

Collective bargaining

51
Q

Contract that outlines terms of employment for bargaining unit members and reflects the agreement between management representatives and union representatives

A

Collective bargaining agreement

52
Q

Intervention where third party appointed does not have power to dictate settlement terms

A

Mediation

53
Q

Mintzberg Management Roles

A

Interpersonal
Informational
Decisional

54
Q

Liason, figurhead, leader is a ….. role

A

Interpersonal

55
Q

….. Role disseminator, spokesperson, represents

A

Informational

56
Q

…..role: entrepreneur, disturbance handler, resource allocator, negotiator

A

Decisional

57
Q

An effective leader….

A

Copes with change
Empowers people
Persevere

58
Q

Leadership styles:

A

transactional
transformational
contingency/situational

59
Q

Leadership Effectiveness Model

A

HBL (Hersey Blanchard Leadership model also known as Situational Leadership Model)

60
Q

HBL Leadership Styles

A

S1, S2, S3, S4

61
Q

S1

A

Telling: Instruction, direction, autocratic

62
Q

S2

A

Selling: persuasion, encouragement, incentive

63
Q

S3

A

Participation: involvement, consultations, teamwork

64
Q

S4

A

Delegating: trust, empowerment, responsibility

65
Q

M1 employee readiness

A

Unable and unwilling

66
Q

M2 employee readiness

A

unable but willing

67
Q

M3 employee readiness

A

able but unwilling

68
Q

M4 employee readiness

A

able and willing

69
Q

4 Decision Making styles

A

1) Democratic
2) Autocratic
3) Consensus
4) Participative

70
Q

Accepts decision made by group majority

A

Democratic

71
Q

Takes total control, makes decisions, and assumes full responsibility

A

Autocratic

72
Q

Requires entire group to come to an agreement

A

Consensus

73
Q

Leadership seeks input from others before making a management decision

A

Participative

74
Q

Decision Making Techniques

A

1) Game theory
2) Simulation
3) Artificial intelligence
4) Queuing theory

75
Q

Introduces competitive component into decision making by bringing actions of opponent into situation

A

Game theory

76
Q

Virtual reality- uses computers to copy real life instances and studies them

A

Simulation

77
Q

Technology duplicates thought processes

A

artificial intelligence

78
Q

Balancing cost of waiting in lines against cost of expanding facilities

A

Queuing theory

79
Q

Power to make decisions such as decision to delegate

A

Authority (managers have authority to delegate tasks)

80
Q

Mental or physical ability to perform task

A

Capability (managers delegate tasks to employees who are capable)

81
Q

Obligation to perform an assigned activity

A

Responsibility

82
Q

Being responsible for one’s self, to an organization, or a manager

A

Accountability

83
Q

4 E’s

A
  • Efficient
  • Effective
  • Economical
  • Expedient
84
Q

?: getting most output from least input

A

Efficient

85
Q

?: doing things well, producing intended results

A

Effective

86
Q

?: having good value with respect to money/time/effort spent

A

Economical

87
Q

?: suitable for a purpose, given a circumstance

A

Expedient

88
Q

The Management process

A
  • Establish Objective
  • Identify functions
  • Determine responsibilities
  • Delegate
89
Q

Scalar Principle

A

subordinates follow a chain of command and report to their immediate supervisor

90
Q

Management Theories

A

Theory X, Theory Y, Theory Z of ouchi

91
Q

? Theory: employees must be controlled, have little ambition, dislike work

A

McGregor’s theory X (D needs)

92
Q

? Theory: accept and seek responsibilty at work, they exercise self control

A

McGregor’s theory Y (esteem and self actualization needs- B needs)

93
Q

? Theory: employees empowered and productive, employee satisfaction

A

Theory Z of ouchi

94
Q

Maslow Hierarchy of needs (top to bottom)

A

1) Self actualization (B needs)
2) Esteem needs (psychological)
3) Belonginess needs (psych)
4) Safety needs (D needs)
5) Physiological needs (D needs)

95
Q

Each employee is accountable to one superior, considered traditional management approach

A

Unity of command

96
Q

Multiple employees report to a single administrator

A

Line authority

97
Q

When outcome of multiple employees working together is greater than sum of them working alone

A

Synergy

98
Q

Decision making authority is centralized in upper management

A

Centralized organization

99
Q

Decision making authority is delegated down to lower levels of management

A

Decentralized organization

100
Q

Ability to efficiently and effectively supervise

A

Span of control

101
Q

Line Organization

A

Top mng>Middle Mng> Lower mng> staff. good for fixed responsibility and quick decision making

102
Q

Functional organization

A

units divided based on specific functions. Each function can have own line organization

103
Q

Line and Staff organization

A

combination of line orgaization with shoot offs where staff reports to different levels of management.

104
Q

5 Functional subsystems of foodservice system

A

procurement, production, distribution and service, sanitation, and maintenance

105
Q

Integration and coordination of resources to achieve the desired objectives of the organization

A

Management (Remember: management functions are used to coordinate subsystems t achieve objectives)

Management Concepts (3 decks)

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