prelim - WEEK 2: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM

Question 1

is the attainment of organizational goals effectively and efficiently through planning, organizing, leading, and controlling organizational resources.

Answer 1

MANAGEMENT

Question 2

Management’s definition holds 2 important ideas which are

Answer 2

1. The four functions are planning, organizing, leading, and controlling,
2. The attainment of organizational goals effectively and efficiently

Question 3

What are the 4 management function?

Answer 3

Planning, organizing, leading, and controlling.

Question 4

THE FOUR MANAGEMENT FUNCTIONS;

o means identifying goals for FUTURE organizational performance and deciding on the tasks and use of resources needed to attain them

Answer 4

Planning

Question 5

4 management functions;

In other words, managerial planning defines where the organization wants to be in the future and how to get there.

Answer 5

planning

Question 6

In planning, We as well set a ___ to achieve our goals

Answer 6

timeframe

Question 7

4 of the management function;

involves assigning tasks, grouping tasks into departments, ASSIGNING/DELEGATING authority, and allocating resources across the organization

Answer 7

ORGANIZING

Question 8

4 OF THE MANAGEMENT FUNCTION;

o is the use of influence to motivate employees to achieve organizational goals

Answer 8

LEADING

Question 9

___ means creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level.

Answer 9

Leading

Question 10

4 MANAGEMENT FUNCTION;

means MONITORING employees’ activities, determining whether the organization is on target toward its goals, and making corrections as necessary

Answer 10

CONTROLLING

Question 11

what are the essential management theories?

Answer 11

SYSTEM THEORY (1901-1972)
PRINCIPLES OF ADMINISTRATIVE MANAGEMENT
BUREAUCRATIC MANAGEMENT
SCIENTIFIC MANAGEMENT
THEORIES X AND Y
HUMAN RELATIONS THEORY
CLASSICAL MANAGEMENT
CONTINGENCY MANAGEMENT
MODERN MANAGEMENT
QUANTITATIVE MANAGEMENT
ORGANIZATIONS AS LEARNING SYSTEM

Question 12

Who theorized the “System theory”

Answer 12

• Ludwig von Bertalanffy (1901-1972)

Question 13

• is more a perspective than a fully formed practice

Answer 13

SYSTEM THEORY (1901-1972)

Question 14

encourages you to realize that your business is a system and is governed by the same laws and behaviors that affect every other biological organization.

Answer 14

SYSTEM THEORY (1901-1972)

Question 15

is a network of people, procedures, activity
Each systems are dependent to each other to work.

Answer 15

SYSTEM THEORY (1901-1972)

Question 16

2 classification of system theory

Answer 16

open system
closed system

Question 17

a classification of system theory; the most common system applied in the laboratory

Answer 17

open system

Question 18

a classification of system theory; relying on external environment
o They will open a position to outside e.g. hiring

Answer 18

open system

Question 19

a classification system of system theory that does not fully rely on external envirnoment

Answer 19

closed system

Question 20

a classification of the system theory;
o They will NOT open a position to outside, will only conduct PROMOTION

Answer 20

closed system

Question 21

• Ludwig von Bertalanffy Introduces such concepts as

Answer 21

entropy
synergy
subsystem

Question 22

a concept of ludwig von bertalanffy that is about the tendency of a system to run down or die

Answer 22

entropy

Question 23

a concept of ludwig von bertalanffy that is about working together; the parts ca produce something greater than those same parts could produce on their own

Answer 23

synergy

Question 24

a concept of ludwig von bertalanffy that is about The whole (your business) is built on subsystems, which themselves are built on yet more subsystems

Answer 24

subsystem

Question 25

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT is also known as the

Answer 25

process theory or structural theory

Question 26

FATHER OF PRINCIPLE OF ADMINISTRATIVE MANAGEMENT

Answer 26

Henri Fayol (1841-1925)

Question 27

a theory of management as a top-down approach to examining a business.

Answer 27

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT

Question 28

The decision is finalized by the manager

Answer 28

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT

Question 29

- He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team

Answer 29

MANAGEMENT

Question 30

Fayol concluded that managers has 6 responsibilities when it comes to managing employees what are those?

Answer 30

1. organizer of the organization 2. command 3. control 4. coordinate 5. plan 6. forecast

Question 31

who theorized BUREAUCRATIC MANAGEMENT

Answer 31

max weber (1864-1920)

Question 32

this theory took more of a sociological approach

Answer 32

bureaucratic management

Question 33

____'s ideas revolve around the importance of structuring your business in a hierarchical manner with clear rules and roles.

Answer 33

- Max Weber (1864-1920)

Question 34

- According to weber, the idea of this structure is based on

Answer 34

1. clear division of labor 2. Separation of owner’s personal and organizational assets 3. Hierarchy 4. Accurate record keeping

Question 35

Scientific management is also known as

Answer 35

taylorism

Question 36

- “employees are motivated by money”

Answer 36

scientific management

Question 37

who theorized scientific management

Answer 37

- Frederick Taylor (1856-1915)

Question 38

- promotes standardization, specialization, assignment based on ABILITY, and extensive training and supervision.

Answer 38

SCIENTIFIC MANAGEMENT

Question 39

assignment and delegation of task is based on the strength and the ability of the employee

Answer 39

SCIENTIFIC MANAGEMENT

Question 40

Douglas Mcgregor (1906-1964) theorized what?

Answer 40

Theories X and Y

Question 41

- posits that employees are apathetic or dislike their work. Managers will MICROMANAGE

Answer 41

Theory X

Question 42

- will not micromanage - employees has a freedom to do his/her thing

Answer 42

theory Y

Question 43

Human relations theory is Theorized by

Answer 43

Elton mayo 1880-1949

Question 44

- The motivation of the employees is the "SOCIAL FACTORS"personal attention or being part of the decision making - The leader should take note of the perception and expectation of the employees

Answer 44

Human relations theory

Question 45

a theory in which states that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions

Answer 45

human relations theory

Question 46

____ Theory is predicated on the idea that employees only have physical needs

Answer 46

classical management theory

Question 47

, ___ focuses solely on the economics of organizing workers.

Answer 47

Classical Management Theory

Question 48

a theory about Employees will work because they need to compensate for their needs - Working to pay the bills

Answer 48

classical management theory

Question 49

Classical management theories advocate 7 key principles what are those?

Answer 49

1. Since they are motivated by money, there should be a profit maximization 2. labor specialization 3. centralized leadership 4. streamline operation. 5. emphasis on productivity 6. single person/select few decision-making 7. prioritize the bottom line

Question 50

contingency management is also known as

Answer 50

motivational incentives

Question 51

who theorized contingency management

Answer 51

- Fred Fiedler(1950 and 1960)

Question 52

___ based his theories on the idea that effective leadership was directly related to the traits the leader displayed in any given situation.

Answer 52

Fred Fiedler(1950 and 1960)

Question 53

a theory that suggests that there is no one management approach that suits every situation and every organization.

Answer 53

CONTINGENCY MANAGEMENT

Question 54

- He believes that there is no specific theory or model for LEADERSHIP - The basis of the leadership is the traits if the leader - The leader has a trait to resolve every situation

Answer 54

- Fred Fiedler(1950 and 1960)

Question 55

3 factors or variables for contingency management

Answer 55

* Size of the organization * Technology employees * Leadership at all levels of the business

Question 56

modern management theory is also known as

Answer 56

interrelationship management

Question 57

a theory that embraces the idea that people are complex. Their needs vary over time, and they possess a range of talents and skills that the business can develop through on-the-job training and other programs

Answer 57

modern management

Question 58

- we are putting the focus on the people//needs to assess skills when t comes to the training we are providing

Answer 58

modern management

Question 59

a management theory that focuses on - the application of logistic, mathematical methods and statistics as well as computerisation

Answer 59

quantitative management

Question 60

- Is response to managerial efficiency, together experts from scientific disciplines to address staffing, materials, logistics, and systems issues

Answer 60

quantitative management

Question 61

three branches of quantitative management

Answer 61

 Managements Sciences e.g. budgeting, controls,  Operations Management  Management Information System

Question 62

- is a system that is built on a succession of subsystems. In order for the business to run smoothly and efficiently, each subsystem must also work smoothly and efficiently within itself, but also with the other subsystems around it

Answer 62

ORGANIZATIONS AS LEARNING SYSTEM

Question 63

list the management skills

Answer 63

conceptual skills human skills technical skills

Question 64

a management skills that is focused on COGNITIVE ABILITY

Answer 64

conceptual skills

Question 65

* is the cognitive ability to see the organization as a whole system and the relationships among its parts

Answer 65

conceptual skills

Question 66

a management skills that involves the manager’s thinking, information processing, and planning abilities

Answer 66

conceptual skills

Question 67

a management skills that involves knowing where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment.

Answer 67

conceptual skills

Question 68

* Is the manager’s ability to work with and through other people and to work effectively as a group member.

Answer 68

human skills

Question 69

a management skills that * Is demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts.

Answer 69

human skills

Question 70

a skill that * Allows subordinates to express themselves without fear of ridicule, encourages participation, and shows appreciation for employees’ efforts.

Answer 70

human skill

Question 71

- Ability when it comes doing tasks/mastery of methods.

Answer 71

technical skills

Question 72

* is the understanding of and proficiency in the performance of specific tasks.

Answer 72

technical skills

Question 73

a skill that * Includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance.

Answer 73

technical skills

Question 74

a skill that * includes specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline

Answer 74

technical skills

Question 75

what are the type of managers

Answer 75

top managers middle managers project managers functional managers first line managers general managers

Question 76

a type of manager that are the ceo, executives. etc

Answer 76

top managers

Question 77

type of manager that * are at the top of the hierarchy and are responsible for the entire organization. * responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization.

Answer 77

top managers

Question 78

a type of manager that is * responsible for communicating a shared vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company innovate and keep pace with rapid change.

Answer 78

top managers

Question 79

a type of managers e.g. pathologies, division heads, department heads

Answer 79

middle managers

Question 80

a type of manager that are responsible for business units and major departments

Answer 80

middle managers

Question 81

* They are responsible for implementing the overall strategies and policies defined by top managers.

Answer 81

middle managers

Question 82

* a type of manager that are generally concerned with the near future rather than with long-range planning.

Answer 82

middle managers

Question 83

a type of manager that are * responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well

Answer 83

project managers

Question 84

* responsible for departments that perform a SINGLE FUNCTIONAL TASK and have employees with similar training and skills

Answer 84

Functional managers

Question 85

example of functional manages that are for product ad maufaturing business

Answer 85

line managers

Question 86

examples of functional manages that are for human resource or customer service

Answer 86

staff managers

Question 87

* directly responsible for the production of goods and services

Answer 87

first line managersex

Question 88

example of this type of managers are the retail managers of fast food

Answer 88

first line manager

Question 89

* directly responsible for the production of goods and services

Answer 89

first line managers

Question 90

* Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates

Answer 90

first line managers

Question 91

a type of manager that * are responsible for several departments that perform different functions. * responsible for a self-contained division, and for all the functional departments within it

Answer 91

general managers

Question 92

* is a management tool whereby managers and employees work together to set and track objectives for a specific time period.

Answer 92

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

Question 93

* Objectives and plans cascade down the organization until every individual has specific objectives for the period

Answer 93

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

Question 94

the objectives should be what and teh review can take up every how many months?

Answer 94

it should be measurable and the review can take up either monthly or quarterly

Question 95

in mbo program how many goals does th employee need to set up?

Answer 95

five to ten specific goals

Question 96

5 mbo steps

Answer 96

review organizational objectives set employee objectives monitor evaluate rewards

Question 97

ADVANTAGES: MANAGEMENT BY OBJECTVES

Answer 97

* Continually driving the organization to move towards its strategic goals. * Everyone within the organization knows what they have to achieve during the period. * It helps employees understand how their targets contribute to organizational targets. * Employees who understand how what they do contributes to the organization can be more motivated * The model secures the commitment of employees to attaining the organizational goals. * As each employee understands how they uniquely contribute to the organization, employees feel crucial to proceedings, leading to increased loyalty. * Employees tend to have more commitment to goals that they themselves helped set.

Question 98

DISADVANTAGES: MANAGEMENT BY OBJECTIVES

Answer 98

- Time consuming - Poor teamwork - Established or set office politics * It underemphasizes context. For example, it does not take the extent of senior management buy-in into consideration. It does not take into account the ability of lower-level teams to hit the objectives set. * Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly