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Principles of Management > Test 1 > Flashcards

Test 1 Flashcards

1
Q

Management (concept and application)

A

-Getting work done through others
-Key to an organizations success
-Efficiency and effectiveness

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2
Q

Four functions of management

A

-Planning
-Organizing
-Leading
-Controlling

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3
Q

Levels of management

A

-top manager
-middle manager
-first line manager
-team leader

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4
Q

top manager

A

-Executives responsible for the overall direction of the organization
-Responsible for creating change, employee buy-in, good culture

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5
Q

middle manager

A

-Setting objectives consistent with top management goals
-Planning/allocating resources
-Linking/coordinating divisions within a firm
-Monitoring/managing subunits and individual managers
-Implementing strategies developed by top managers

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6
Q

first line manager

A

-Responsible for managing the performance of entry level employees
-Responsible for monitoring, teaching, short term planning
-Encourage/reward workers

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7
Q

team leader

A

-Responsible for facilitating team activities toward goal accomplishment
-Help team members plan, learn, work effectively
-Foster internal/external relationships

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8
Q

manager roles

A

-interpersonal
-informational
-decisional

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9
Q

interpersonal managers

A

-Figurehead (ceremonial duties)
-Leader (motivate/encourage workers to accomplish objectives)
-Liaison (deal with people outside their units)

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10
Q

informational managers

A

-Monitor (scan environment for info, contact others for info, and receive unsolicited info)
-Disseminator (share collected info with their subordinates/others in the company)
-Spokesperson (share info with people outside their department/company)

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11
Q

decisional managers

A

-Entrepreneur (adapts everyone to change)
-Disturbance handler (responds to pressures/problems that demand immediate attention/action)
-Resource allocator (decide who gets what resources/what amounts)
-Negotiator (negotiate schedules, projects, resources, goals, outcomes, and employee raises)

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12
Q

Manager skills

A

-technical
-human
-conceptual
-motivation

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13
Q

technical (skill)

A

-Specialized procedures, techniques, and knowledge required to get the job done
-Essential for team leaders/lower level managers

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14
Q

human (skill)

A

-Ability to work well with others
-Essential at all levels of management

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15
Q

conceptual (skill)

A

-See organization as a whole
-Understanding how different parts effect each other
-Recognize how the company fits into or is affected by its external environment

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16
Q

motivation (skill)

A

-Assessment of how enthusiastic employees are about managing the work of others

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17
Q

scientific management

A

-Thorough study/testing of different work methods to identify the most efficient way to complete a job

-Frederick W. Taylor considered the father of scientific management

-Soldiering (workers slow pace)

-Rate buster (workers work is significantly faster)

-Time study (how long it takes good workers to complete their job)

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18
Q

Gilbreth

A

-Husband/wife who used motion study to simplify work/improve productivity

-Motion study used to eliminate unnecessary/repetitive things

-Motion picture was a relatively new technology

-Lillian was an early contributor to industrial psychology

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19
Q

bureaucratic organization characteristics

A

-Max Weber
-Exercise of control on the basis of knowledge, expertise, or experience
-Purpose to achieve organizations goal efficiently as possible
-7 qualities

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20
Q

7 qualities of bureaucratic organization

A

-Qualification based hiring
-Merit based promotion
-Chain of command
-Division of labor
-impartial application of rules/procedures
-Recorded in writing
-Managers separate from owners

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21
Q

fayol 14 principles

A

-Division of work
-Authority/responsibility
-Discipline
-Unity of command
-Unity of direction
-Subordination of individual interests to the general interest
-Remuneration
-Centralization
-Scalar chain
-Order
-Equity
-Stability of tenure of personnel
-Initiative
-Esprit de corps

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22
Q

Hawthorne effect

A

-Factors related to work found to be more important than the physical conditions/design of the work

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23
Q

Environmental change

A

-Rate at which a company’s general/specific environments change
-Stable (change is slow)
-Dynamic (change is fast)
-Punctuated equilibrium (long periods of stability with small change)

24
Q

environmental complexity

A

-Number/intensity of external factors in the environment that affect organizations
-Simple (few environmental factors)
-Complex (many environmental factors)

25
Q

resource scarcity

A

-Abundance/ shortage of critical organizational resources in an organizations external environment

-Uncertainty
(Managers can understand/predict which environmental changes and trends will affect their businesses)

26
Q

General environment components and indices

A

-Economy
Business confidence indices (managers level of confidence about future growth)

-Technological trends

-Sociocultural trends
(demographic characteristics, general behavior, attitudes, and beliefs of people in society)

-Political/legal trends that indirectly affect all organizations
(Legislation, regulations, and court decisions that govern and regulate business behavior)

27
Q

Different advocacy groups

A

-public communication
-product boycott
-media advocacy

28
Q

public communication (advocacy group)

A

-Voluntary participation by the news media/advertising industry to get the advocacy group’s message out

29
Q

media advocacy

A

-Framing issues as public issues, exposing unethical practices, and forcing media to cover by buying media time or creating controversy

30
Q

product boycott

A

-Protesting a company’s actions by persuading consumers not to purchase its product/services

31
Q

organizational culture

A

-Values, beliefs, and attitudes shared by organizational members

-Internal environment
(Events/trends inside an organization that affect management, employees, and organizational culture)

-Consistent organizational culture
(Company actively defines/teaches organizational values, beliefs, and attitudes)

32
Q

company mission

A

-Company’s purpose or reason for existing

33
Q

workplace deviance

A

-Unethical behavior that violates organizational norms about right/wrong

34
Q

property deviance

A

-Unethical behavior aimed at the organization’s property or products

35
Q

political deviance

A

-Using one’s influence to harm others in the company

36
Q

Production deviance

A

-Unethical behavior that hurts the quality and quantity of work produced

37
Q

ethical intensity 6 factors

A

-Degree of concern people have about an ethical issue

1.)Magnitude of consequences
2.)Social consensus
3.)Probability of effect
4.)Temporal immediacy
5.)Proximity of effect
6.)Concentration of effect

38
Q

Magnitude of consequences (ethical intensity)

A

Harm/benefit derived from decision

39
Q

Social consensus (ethical intensity)

A

Agreement/disagreement on behavior

40
Q

probability of effect (ethical intensity)

A

Chance something will happen that harms others

41
Q

temporal immediacy (ethical intensity)

A

Time between act and consequences act produces

42
Q

proximity of effect (ethical intensity)

A

Distance between decision maker and those affected

43
Q

concentration of effect (ethical intensity)

A

Harm/benefit an act produces on the avg person

44
Q

selecting/hiring test

A

-Overt integrity test
(Written test that estimates job applicant’s honesty by thoughts on unethical behaviors)

-Personality-based integrity test
(Written test that estimates job applicant’s honesty by measuring psychological traits, such as dependability and conscientiousness)

45
Q

ethical decision making

A

-Managers can encourage by careful hiring, establishing ethics, training ethics, and creating an ethical environment

46
Q

whistle blower

A

-Reporting others ethics violations to management or legal authorities

47
Q

stakeholders

A

-Person/group with a stake/legitimate interest in a company’s actions

-Achieved by satisfying the interest of multiple corporate stakeholders

48
Q

primary stakeholder

A

-Group on which an organization relies for its long term survival

49
Q

secondary stakeholder

A

-Group that can influence/be influenced by a company and can affect public perceptions about the company

50
Q

social responsibility

A

-take actions that benefit society

51
Q

economic (social responsibility)

A

-Social responsibility to make a profit by producing a valued product/service

52
Q

Legal (social responsibility)

A

-Social responsibility to obey society’s laws/regulations

53
Q

discretionary (social responsibility)

A

-Social roles a company fulfills beyond its economic, legal, and ethical responsibilities

54
Q

reactivity (response to social responsibility)

A

-does less than society expects

55
Q

defensive (response to social responsibility)

A

-admits responsibility for a problem
-does the least required to meet societal expectations

56
Q

accommodative (response to social responsibility)

A

-accepts responsibility
-does all that society expects to solve that problem

57
Q

proactive (response to social responsibility)

A

-anticipates a problem before it occurs
-does more than society expects to take responsibility for and address the problem

Principles of Management (2 decks)

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