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principles of management Flashcards

1
Q

normative vs positive theory

A

normative: value judment, what is right and wrong
positiv: how it really is

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2
Q

need want demand

A

need thirsty
want cola
demand want + purchasing power

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3
Q

market

A

place where seller and buyer meet with intention of doing business
forces of supply and demand meet

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4
Q

marshalls cross

A

x quantity y price
if y decreases x increases
if y increases supply increases
always strive for equilibrium

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5
Q

market economy vs state directed economy

A

market: individuals responsible for actions

state directed: collective vory responsible for collective decision

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6
Q

management skills

A

technical: monitoring, system analysis
social: make people do what you want them to
conceptual: transfer complex problems into management concepts

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7
Q

german speaking way vs english

A

german:
porphyrian tree (knowledge organisation, one assumption at top beneath derived from this one)
english:
see a problem and organize your knowledge to solve it

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8
Q

classical liberalism representatives

A 
adam smith
jean baptiste say
david ricardo
thomas robert malthus
friedrich list
johann heinrich von thüne
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9
Q

adam smith

A

founder of classical liberalism

government should not intervene, economy works on its own

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10
Q

jean baptiste say

A

says law: products are paid for with product
only produce something to buy something else —> demand and supply in equilibrium
today safe money not spend directly —> doesn‘t work

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11
Q

david ricardo

A

comparative advantage

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12
Q

thomas malthus

A

population grows more than food production
decrease gap:
preventice checks (one child policy)
positive check: god given natural disaster

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13
Q

friedrich list

A

only trade with other countries if you are a developed country otherwise can not handle price pressure
market has to be big enough for product otherwise high costs

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14
Q

thünen

A

thünens rings

character of profits sold depending on distance of production site to place where it is sold

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15
Q

management-new challenges

A

personal communication not enough to coordinate anymore
bigger companies
higher specialisation

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16
Q

taylorism

A

scientific management (efficiency movement)
government is riddled with inefficiency
-workers have only physical and economical needs
-workers don‘t want to be efficient because efficiency means less workers more machine, keep own interedt by being inefficient

solutions

  • develop one way of doing something
  • select train and develope workers
  • split responsibility (taken away from worker)
  • workers should only do one task
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17
Q

marginal school of management

A

marginal utility: utility form consuming one more product
marginal revenue: revenue from selling one more
marginal costs: costs from producing one more product
marginal product: additional output from 1 additional input

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18
Q

keynism

A

basic idea:
in good time government should not intervene but in bad it should
-in regression increase government spending because people do not spend enough because no money
-problem: hard to decrease allowances, tax reduction etc afterwards as people got used to it

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19
Q

social market economy

A

way in between
production is liberal, distribution under government control
acticr measures to help poor: more tax for richer

20
Q

henry fayol

A 
technical
accounting
commercial
security
financial
management 
-planning
-organising
-directing 
-coordination 
-monitoring
21
Q

henry fayol- principles

A

division of work (same effort more efficient)
unity of command (only one subordinate)
esprit de corp (teamwork fundamental)

22
Q

gulick on basis of fayol

A
  • planning, organising, staffing
  • directing
  • coordinating
  • reporting
  • budgeting
23
Q

fayol vs taylor

A

fayol wider horizon not just money or equity into consideration
-for taylor human is a machine and informal organizations not considered

24
Q

two parts of neoclassical theory

A

human relations - roethlsbergers hawthorn and mayo

behaviourial management theory

25
Q

hawthorn experiments and effect

A
  • illumination (effect of light on productivity)
  • interviews (learn about attitudes)
  • relay-assembly test (effect of breaks)
  • bank wiring test (influence of relationships)

effect:
manipulating your own behaviour when being observed to meet social acceptable opinions

26
Q

behavioural management theory

A

only fulfill psychological needs to reach economic target

in favour of: flexible orgas, job build around capabilities

27
Q

maslows hierarchy of needs

A

very bottom needs to survive and only if needs met you can go to next layer and fullfill those
—> bullshit also a starving person wants love

28
Q

two factor theory

A

if demotivators are eliminated motivaters can lead to job satisfaction

29
Q

contemporary school of management theories

A

quantitative theory
contingency theory
qualtiative theory
system-theoretical approach

30
Q

quantitative school of management

A

use quantitative methods to help with management decisions

31
Q

contingency school of management

A

everything depends there is not one right way

32
Q

qualitative school of management

A

concentrate on improvement and qualtiy of goods and services
employee work in a team in an environment of openess and trust

kaizen: change for the better
learn from mistakes to improve

reengineering approach
big radical changes very expensive in short run

33
Q

system theoratical school of management

A

organizations are open systems that always interact with environment

input
trhoughput
output
feedback

34
Q

modern management tools

A

management by objectives
balanced score cart
porters five forces
value chain analysis

35
Q

management by objectives

A

set objectices and goals together with employee by applying smart criteria

  • more motivation of employees
  • more pressure to perform
36
Q

balanced score card

A

financial view not enough

-customer, learning and growth, internal business processes

37
Q

what do managers do -mintzberg (folklore and fact)

A 
less planning than fayol says more acting 
no system in managers tasks 
 3 roles 
interpersonal 
-figurehead (representative)
-leader (hiring and training)
-laison (networking)

informational

  • monitor (scan for info)
  • disseminator (tell organisation)
  • spokesperson (official statements)

decisional

  • entrepreneur (initiate change)
  • disturbance handler
  • resource allocator
  • negotiator
38
Q

what do managers to tengblad

A

10 out of 13 propostions of mintzberg still valid but

meetings with subordinates and workload and transportation time increased
while desk work, meetings with supplier and clients decreased

39
Q

what do managers do john kotter

A

agenda setting and networking

40
Q

general managers john kotter

A 
general managers often highle specialised 
have skills in common:
motivated 
desire for status
skill for developing relationships 
intuition
analytical skills
41
Q

what skills do managers need katz

A 
technical skill (understanding activities)
human skill (communicate, work in team)
conceptual skill (solve complex problems)
42
Q

what skills do managers need gosling and mintzberg

A 
reflectice - manage yourself
analytic - manage orga 
collaborative - manage relationships 
action - manage change
worldy - manage world beyond your kwn
43
Q

managers vs leader abraham zaleznik

A

manager: impersonal, passive, reaches target but not because he wants, takes compromises, no risk, part of organisation
leader: acitve, personal, takes risk, tries new approaches, seperate from orga

44
Q

what makes a leader goleman

A 
self reflection 
self regilation
empathy 
social skill
motivation
45
Q

classical school criticism

A

one set of principles can not manage all orgas

assumption that people only motivated by economic award not appropriate anymore

integrative (15 decks)

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