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ALE > Part I > Flashcards

Part I Flashcards

1
Q

to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and affectively

A

Management

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2
Q

“personnel management”; managing of human capital

A

HR Administration

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3
Q

duties of HR

A

recruiting and employee relations, payroll and benefits administration

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4
Q

[person] division of labor

A

Adam Smith

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5
Q

[person] bureaucracy - suitable for government org but not business organizations (has clear rules and regulations)

A

Karl Emil Maximillian “Max” Weber

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6
Q

Six Major Principles of Bureaucracy [Max Weber]

A

Hierarchy
Rules
Function
Focus
Impersonal
Qualification

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7
Q

[person] father of scientific management, work deserves systematic observation and study

A

Frederick Winslow Taylor

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8
Q

4 Principles of Taylor’s Scientific Management

A
  1. REPLACE rule of thumb work methods with methods based on scientific study of the tasks.
  2. SELECT, train and develop each employee rather than passively leaving them to train themselves
  3. PROVIDE “Detailed instruction and supervision of each worker in the performance of that worker’s discrete task”.
  4. DIVIDE work nearly equally between managers and workers
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9
Q

[person] managers deal with emotional needs of employees at work

A

Elton Mayo

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10
Q

[person] effectiveness and efficiency - criteria to survive

A

Chester Irving Barnard

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11
Q

two ways of convincing subordinates to cooperate: [accdg to Barnard]

A
  1. tangible incentives
  2. persuasion
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12
Q

[person] father of the Universal process or Operational management or Administrative
management theory

A

Henri Fayol

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13
Q

Six Major Industrial Activities Identified by Fayol (TeCFiSAM)

A
  1. Technical (production and manufacturing);
  2. Commercial (buying, selling and exchanging);
  3. Financial (search for an optimum use of capital);
  4. Security (safeguarding property and people);
  5. Accounting (including statistics); and
  6. Managerial
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14
Q

Fayol’s 14 Principles of Management [DADUUSRCSOESIE]

A
  1. Division of work
  2. Authority
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of individual interests to the general interests
  7. Remuneration
  8. Centralization
  9. Scalar chain
  10. Order
  11. Equity
  12. Stability of tenure of personnel
  13. Initiative
  14. Espirit de corps
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15
Q

[person] two factor content theory
* also referred to as the two-need system.

A

Frederick Herzberg

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16
Q

[F.Herzberd] Hygiene Factors - short term [CPA.S.WC.IR.S.JS.PL.EL]

A
  1. company’s policies and administration
  2. supervision
  3. working condition
  4. interpersonal relations
  5. salary
  6. job security
  7. personal life
  8. employee benefits
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17
Q

[F. Herzberd] Hygiene Factors - short term

A
  1. Company’s Policies and Administration
  2. Supervision
  3. Working Comdotions
  4. Interpersonal Relations
  5. Salary
  6. Job Security
  7. Status
  8. Personal Life
  9. Employee Benefits
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18
Q

[F. Herzberd] Motivating Factors - long term [ARIOC]

A
  1. Achievement
  2. Recognition for Accomplishment
  3. Increased Responsibility
  4. Opportunity for G and D
  5. Creative and Challenging Work
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19
Q

Abraham Harold Maslow - Heirarchy of Needs

A

Self actualization
Esteem needs
Belongingness and love needs
Safety needs
Physiological needs

20
Q

[person] achievement Motivation Theory
referred to as need achievement or achievement theory

A

David Clarence McClelland

21
Q

3 needs [McClelland]

A
  1. Needs of achievement - drive to excel
  2. Need for power
  3. Need for affiliation
22
Q

Expectancy theory
* employee will be motivated to exert a high level of effort leading to a good performance appraisal
* good appraisal of performance will lead to organizational rewards (bonus, salary increase, promotion)
* rewards will satisfy the employee’s personal goals.

A

Victor Vroom

23
Q

motivate employees on their job performance, a “pull” rather than a “push” strategy.

A

Mary Parker Follett

24
Q

Theory X and Theory Y

A

Douglas McGregor

25
Q
  • pattern of behaviors, feelings, and thoughts exhibited by an individual
  • affected primarily by nature (genetic factors) and nurture (upbringing and life experiences)
A

Personality

26
Q

5 Personalities in the Organization
Big Five: Modeling Traits and Personalities (ENACO)

A

1.Extraversion
2.Neuroticism
3.Agreeableness
4.Conscientiousness
5.Openness

27
Q
  • aka positive affectivity
  • they are generally happier with their life and more satisfied with their jobs
A

Extroversion: Sociability & Affection

28
Q

Characteristics of extroversion

A

❖ positive thinking,
❖ high self-esteem,
❖ sociability,
❖ interpersonal affection, and other
❖ “happy” traits

29
Q
  • aka negative affectivity
  • a measure of how often people experience negative thoughts
  • opposite of extroversion
  • correlated with stress and occasionally anger
A

Neuroticism

30
Q

Characteristics of Agreeableness: Likability

A
  • Agreeableness: Likability
  • trustworthy,
  • cooperative,
  • helpful, and
  • generally caring
  • important in careers and situations that require gaining the confidence of others
31
Q

Characteristics of conscientiousness

A

❖ self-disciplined
❖ organized, and
❖ persevering

32
Q

direct relationship between superior and subordinate

A

line

33
Q

relationship between different departments on the same hierarchical level

A

Lateral

34
Q

relationship between a managerial assistant and other areas.

A

staff

35
Q

relationships between specialist positions and other areas

A

functional

36
Q

a health care institution providing patient treatment by specialized staff
and equipment

A

hospital

37
Q

the act of directing people towards accomplishing a goal

A

administration

38
Q

the management of the hospital as a business.

A

Hospital administration

39
Q

part of the process of management which is concerned with acquiring,
developing, employing, appraising, renumerating and retaining people so that right type of
people is available at right positions and at right time in the organization

A

Staffing

40
Q

Importance of staffing

A

Filling the Organizational positions
Developing competencies to challenges
Retaining personnel - professionalism
Optimum utilization of the human resources

41
Q

Staffing Process

A

Analyzing Manpower requirements
Recruitment
Selection
Placement
Training and Development
Performance Appraisal

42
Q

making an analysis of work and estimating the
manpower requirement to accomplish the same.

A

Analyzing Manpower requirements

43
Q

identifying and attracting capable applicants for employment. it ends with the submission of applications by the aspirants.

A

Recruitment

44
Q

choosing the fit candidates from the applications received in the process of recruitment.

A

Selection

45
Q

may be on probation and on successfully completion of the same the candidate may be offered permanent employment.

A

Placement

46
Q

concerned with imparting and developing specific
skills for a particular purpose.

A

Training and Development

47
Q

Systematic evaluation of personnel by superiors or others familiar with their performance so as to rank employees to ascertain their eligibility for
promotions

A

Performance Appraisal

ALE (4 decks)

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