Strategic Management Flashcards

1
Q

Administration

A

Administration: Embrace the narrower process
of developing & maintainning procedures e.g. in
Office administration

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2
Q

Organization

A

agement
The Definition of Organization:
“Organization is a social entity that is goal-directed and
deliberately structured.” (Daft& Marcic, 2009:8)
In Daft’s definition of an organization;
 social entity means being made up of two or more
people;
 goal-directed means designed to achieve some outcome,
such as to make a profit, to win pay increases for
members, to meet spiritual needs, or provide social
satisfaction;
 deliberately structured means that tasks are divided and
responsibility for their performance is assigned to
organization members.

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3
Q

turbulent times
– Many managers fail to comprehend and adapt
to the rapid pace of change in the world

A

• Common failures include:
 Poor Communication
 Failure to Listen
 Poor Interpersonal Skills
 Treating employees as instruments
 Failure to clarify direction and performance
expectations

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4
Q

Manager

A

agement
The Definition of Organization:
“Organization is a social entity that is goal-directed and
deliberately structured.” (Daft& Marcic, 2009:8)
In Daft’s definition of an organization;
 social entity means being made up of two or more
people;
 goal-directed means designed to achieve some outcome,
such as to make a profit, to win pay increases for
members, to meet spiritual needs, or provide social
satisfaction;
 deliberately structured means that tasks are divided and
responsibility for their performance is assigned to
organization members.

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5
Q

Landau

A
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6
Q

Efficiency and affectiveness

A

Organizational effectiveness means providing
a product or service that customers value.
• Organizational efficiency refers to the amount
of resources used to achieve an organizational
goal. It is based on how much raw material,
money and people are necessary for producing
a given volume of output.
• Efficiency can be calculated as the amount of
the resources used to produce a product or
service.

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7
Q

Quaint

A
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8
Q

Performance

A

Performance is the organization’s ability to attain its
goals by using resources in an efficient and effective
manner.
Shortly;
•Effectiveness: The degree to which the organization
achieves a stated goal.
•Efficiency: volume of output. The use of minimal
resources—raw materials, money, and people—to
produce a desired
•EFFICIENCY: Doing things right
•EFFECTIVENESS: Doing right thin

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9
Q

Management skills

A

see the organization as a whole system
Human Skills – the ability to work with
and through other people
Technical Skills – the understanding
and proficiency in the performance of
specific tasks

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10
Q

Several approaches have been used to analyze

A

the job of management.
• One common approach examines management
by categorizing the functions (work) managers
perform.
• A second approach looks at the roles of
managers perform.
• A third approach analyzes the skills required of
managers

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11
Q

• These roles are divided into three conceptual
categories:

A
  • informational (managing by information);
  • interpersonal (managing through people); and
  • decisional (managing through action).
    • Each role represents activities that managers undertake to ultimately
    accomplish the functions of planning, organizing, leading, and
    controlling.
    • Although it is necessary to separate the components of the
    manager’s job to understand the different roles and activities of a
    manager, it is important to remember that the real job of
    management cannot be practiced as a set of independent parts; all
    the roles interact in the real world of management
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12
Q

Role

A

.
• A role is a set of expectations for a manager’s
behavior (Daft& Marcic, 2009:15).

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13
Q

Informational

A

Informational
Monitor Seek and receive information, scan periodicals and reports, maintain personal contacts.
Disseminator Forward information to other organization members; send memos and reports, make phone calls.
Spokesperson Transmit information to outsiders through speeches, reports, memos.
Interpersonal
Figurehead Perform ceremonial and symbolic

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14
Q

Interpersonal

A

Interpersonal
Figurehead Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents.
Leader Direct and motivate subordinates; train, counsel, and communicate with subordinates.
Liaison (irtibat yetkilisi) Maintain information links both inside and outside organization; use e-mail, phone calls, meetings.

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15
Q

Decisional

A

Decisional
Entrepreneur Initiate improvement projects; identify new ideas, delegate idea responsibility to others.
Disturbance Take corrective action during disputes or crises; resolve conflicts
handler among subordinates; adapt to environmental crises.
Resource allocator Decide who gets resources; schedule, budget, set priorities.
Negotiator Represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests.

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16
Q

Planning

A

• Deciding what objectives to pursue (follow)
during a future period and what to do to achieve
those objectives (Rue & Byars, 1997:6).
• Defines where the organization wants to be in
the future and how to get there.

17
Q

Organizing

A

• Organizing involves the assignment of tasks,
the grouping of tasks into departments, and the
assignment of authority and allocation of
resources across the organization (Daft&
Marcic, 2009:8).
• Determining activities and allocating
responsibilities for the achievement of plans;
coordinating activities and responsibilities into
an appropriate structure

18
Q

Leading

A

• Directing and channeling human behavior
toward the accomplisment of human resources
(Rue & Byars, 1997:6).
• Meeting the social and psychological needs of
employees in the fulfilment of organisational
goals.
• Leading is the use of influence to motivate
employees to achieve organizational goals.

19
Q

Staffing

A

MANAGEMENT FUNCTIONS
In addition, some authors add “staffing” to these
four management functions.
Staffing:
• Determining human resource needs and
recruiting, selecting, training, and developing
human resources (Rue & Byars, 1997:6)

20
Q

Differences

A

• Vertical Differences
– Top Managers
– Middle Managers
– First-Line Managers
• Horizontal Differences
– Functional departments like advertising,
manufacturing, sales
– Include both line and staff functions

21
Q

• Strategic Management

A

– a set of managerial decisions and actions that
determines the long-run performance of a
corporation