Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

LABMAN > prelim - WEEK 2: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM > Flashcards

prelim - WEEK 2: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM Flashcards

NGI

1
Q

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

A

MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Management’s definition holds 2 important ideas which are

A
  1. The four functions are planning, organizing, leading, and controlling,
  2. The attainment of organizational goals effectively and efficiently
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the 4 management function?

A

Planning, organizing, leading, and controlling.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

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

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

4 management functions;

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

A

planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

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

A

timeframe

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

4 of the management function;

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

A

ORGANIZING

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

4 OF THE MANAGEMENT FUNCTION;

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

A

LEADING

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

___ 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.

A

Leading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

4 MANAGEMENT FUNCTION;

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

A

CONTROLLING

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

what are the essential management theories?

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Who theorized the “System theory”

A
  • Ludwig von Bertalanffy (1901-1972)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  • is more a perspective than a fully formed practice
A

SYSTEM THEORY (1901-1972)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

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.

A

SYSTEM THEORY (1901-1972)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

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

A

SYSTEM THEORY (1901-1972)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

2 classification of system theory

A

open system
closed system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

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

A

open system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

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

A

open system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

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

A

closed system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

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

A

closed system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q
  • Ludwig von Bertalanffy Introduces such concepts as
A

entropy
synergy
subsystem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

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

A

entropy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

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

A

synergy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

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

A

subsystem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT is also known as the

A

process theory or structural theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

FATHER OF PRINCIPLE OF ADMINISTRATIVE MANAGEMENT

A

Henri Fayol (1841-1925)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

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

A

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

The decision is finalized by the manager

A

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q
  • He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team
A

MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

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

A
  1. organizer of the organization
  2. command
  3. control
  4. coordinate
  5. plan
  6. forecast
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

who theorized BUREAUCRATIC MANAGEMENT

A

max weber (1864-1920)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

this theory took more of a sociological approach

A

bureaucratic management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

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

A
  • Max Weber (1864-1920)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q
  • According to weber, the idea of this structure is based on
A
  1. clear division of labor
  2. Separation of owner’s personal and organizational assets
  3. Hierarchy
  4. Accurate record keeping
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Scientific management is also known as

A

taylorism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q
  • “employees are motivated by money”
A

scientific management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

who theorized scientific management

A
  • Frederick Taylor (1856-1915)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q
  • promotes standardization, specialization, assignment based on ABILITY, and extensive training and supervision.
A

SCIENTIFIC MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

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

A

SCIENTIFIC MANAGEMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Douglas Mcgregor (1906-1964) theorized what?

A

Theories X and Y

41
Q
  • posits that employees are apathetic or dislike their work. Managers will MICROMANAGE
A

Theory X

42
Q
  • will not micromanage
  • employees has a freedom to do his/her thing
A

theory Y

43
Q

Human relations theory is Theorized by

A

Elton mayo 1880-1949

44
Q
  • 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
A

Human relations theory

45
Q

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

A

human relations theory

46
Q

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

A

classical management theory

47
Q

, ___ focuses solely on the economics of organizing workers.

A

Classical Management Theory

48
Q

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

A

classical management theory

49
Q

Classical management theories advocate 7 key principles
what are those?

A
  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
50
Q

contingency management is also known as

A

motivational incentives

51
Q

who theorized contingency management

A
  • Fred Fiedler(1950 and 1960)
52
Q

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

A

Fred Fiedler(1950 and 1960)

53
Q

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

A

CONTINGENCY MANAGEMENT

54
Q
  • 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
A
  • Fred Fiedler(1950 and 1960)
55
Q

3 factors or variables for contingency management

A
  • Size of the organization
  • Technology employees
  • Leadership at all levels of the business
56
Q

modern management theory is also known as

A

interrelationship management

57
Q

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

A

modern management

58
Q
  • we are putting the focus on the people//needs to assess skills when t comes to the training we are providing
A

modern management

59
Q

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

A

quantitative management

60
Q
  • Is response to managerial efficiency, together experts from scientific disciplines to address staffing, materials, logistics, and systems issues
A

quantitative management

61
Q

three branches of quantitative management

A

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

62
Q
  • 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
A

ORGANIZATIONS AS LEARNING SYSTEM

63
Q

list the management skills

A

conceptual skills
human skills
technical skills

64
Q

a management skills that is focused on COGNITIVE ABILITY

A

conceptual skills

65
Q
  • is the cognitive ability to see the organization as a whole system and the relationships among its parts
A

conceptual skills

66
Q

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

A

conceptual skills

67
Q

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.

A

conceptual skills

68
Q
  • Is the manager’s ability to work with and through other people and to work effectively as a group member.
A

human skills

69
Q

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.

A

human skills

70
Q

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

A

human skill

71
Q
  • Ability when it comes doing tasks/mastery of methods.
A

technical skills

72
Q
  • is the understanding of and proficiency in the performance of specific tasks.
A

technical skills

73
Q

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

A

technical skills

74
Q

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

A

technical skills

75
Q

what are the type of managers

A

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

76
Q

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

A

top managers

77
Q

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.

A

top managers

78
Q

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.

A

top managers

79
Q

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

A

middle managers

80
Q

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

A

middle managers

81
Q
  • They are responsible for implementing the overall strategies and policies defined by top managers.
A

middle managers

82
Q
  • a type of manager that are generally concerned with the near future rather than with long-range planning.
A

middle managers

83
Q

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

A

project managers

84
Q
  • responsible for departments that perform a SINGLE FUNCTIONAL TASK and have employees with similar training and skills
A

Functional managers

85
Q

example of functional manages that are for product ad maufaturing business

A

line managers

86
Q

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

A

staff managers

87
Q
  • directly responsible for the production of goods and services
A

first line managersex

88
Q

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

A

first line manager

89
Q
  • directly responsible for the production of goods and services
A

first line managers

90
Q
  • Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates
A

first line managers

91
Q

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

A

general managers

92
Q
  • is a management tool whereby managers and employees work together to set and track objectives for a specific time period.
A

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

93
Q
  • Objectives and plans cascade down the organization until every individual has specific objectives for the period
A

MANAGEMENT BY OBJECTIVES (MBO PROGRAM)

94
Q

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

A

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

95
Q

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

A

five to ten specific goals

96
Q

5 mbo steps

A

review organizational objectives
set employee objectives
monitor
evaluate
rewards

97
Q

ADVANTAGES: MANAGEMENT BY OBJECTVES

A
  • 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.
98
Q

DISADVANTAGES: MANAGEMENT BY OBJECTIVES

A
  • 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

LABMAN (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions