Test 1 Flashcards
1
Q
define management
A
process of working with and through people to combine people, supplies, money, methods, machines, and morale with the purpose of completing the organization’s goals
2
Q
founder of scientific management
A
Frederick Taylor
3
Q
two purposes of scientific management
A
- Improve workers’ output
2. improve efficiency of management
4
Q
coined “time study”
A
Frederick Taylor
5
Q
bureaucracy
A
Max Webber
6
Q
focused on the organizational functions, rather than specific job fuctions
A
total entity management
7
Q
father of management
A
Henri Fayol
8
Q
positives of scientific management
A
Drastically cut manufacturing costs and wages increased
9
Q
developed the first comprehensive theory of management with planning, organizing, and controlling
A
Henri Fayol
10
Q
what resulted from a failure of organizations’ inhumane manner in the scientific management model
A
Human Relations Approach
11
Q
the Human Relations Approach resulted in an emphasis on… (3)
A
- acknowledging employees’ emotional needs
- explaining decisions
- showing appreciation
12
Q
focused on emphasis on employees, not the entire organization
A
Elton Mayo
13
Q
findings of Elton Mayo
A
consideration was a higher influence than the environement
14
Q
developed theory X and theory Y
A
Douglas McGregor
15
Q
negative view - employees are lazy, untrustworthy, and incapable of assuming responsibility
A
Theory X
16
Q
positive view - employees are trustworthy and capable of assuming responsibility having high levels of emotion
A
Theory Y
17
Q
uses engineering and math skills to solve complex decision-making problems
A
Management Science School
18
Q
developed Theory Z
A
William Ouchi
19
Q
Theory Z (5)
A
- lifetime employment
- hired for specific skills
- consensus approach for decision making
- built on trust and loyalty
- managers are concerned for employees
20
Q
standing plans
A
rules, policies, procedures
21
Q
single-use plans
A
budget, project
22
Q
implemented plans
A
significantly reduces errors
23
Q
plans allow the organization to be…
A
highly responsive to change
24
Q
strategic planning process
A
SWOT Analysis
25
organization is...
what allows a manager to get "things done"
26
Four Facets of Organization
1. Choose resources and steps to complete objectives
2. Organize resources and prioritize the steps in a formal structure
3. Assign responsibility to follow through
4. delegate authority to complete assignments
27
delegation in organization
assigning responsibility and authority
28
authority in organization
right to make decisions, issue orders, and use resources
29
responsibility in organization
obligation to reach objectives by completing the task
30
accountability in organization
employee will be evaluated based on the outcome of the completed tasks
31
what should be delegated in organization?
all tasks in which you do not have to be personally involved. check with boss before delegating
32
who do you delegate
your understudy
33
centralized authority
related duties under one plan
34
advantages of centralized authority
uniform procedures, fewer risks, less duplication
35
centralized authority companies
Microsoft, Equifax, McDonalds
36
decentralized authority
power and decision making are at the lowest feasible levels of the organization
37
advantages of decentralized authority
faster customer service and more responsive to customer's complaints and concerns
38
decentralized authority companies
Google, e-Bay, Johnson&Johnson, Subway
39
centralized or decentralized - company has many written documents
centralized
40
centralized or decentralized - diversified companies
decentralized
41
centralized or decentralized - standard company
centralized
42
centralized or decentralized - high quality personnel
decentralized
43
used to help centralization when employees are physically separated
enterprise-wide system
44
two terms related to controlling
effectiveness and efficiency
45
completing the correct priorities
effectiveness
46
completing the right tasks in a reasonable, timely manner
efficiency
47
four steps of the controlling process
1. setting performance standards
2. measuring actual performance
3. comparing actual performance with standards and analyzing deviation
4. responding to deviations by taking corrective action when necessary
48
definition of planning
choose objectives and then actions to complete the objective
49
objectives of planning
1. what to do
2. how to do it
3. when to do it
50
effective strategic plan
seeks input from all employees and all departments
51
three steps of the strategic planning process
1. define the organization's mission
2. set objectives
3. develop strategies to operate sucessfully
52
Principle 1 definition
the objectives of an organization and all of its divisions must be clearly defined and understood by all employees
53
Principle 2
accept responsibility
54
Principle 4 definition
utilize specialization - dividing work into specialized tasks
55
benefits of principle 4
more production and efficient
56
principle 6 definition
unity of command - report to only one authority
57
benefits of principle 6
avoids conflicting instructions and overwork
58
principle 6 lack
employee frustration, dissatisfaction, and low morale
59
principle 7 defined
span of control - number of people under your authority
60
influences of principle 7
supervisor's jobs and supervisor's/subordinates' capabilities
61
larger span of control
TQM
62
top level management activities
long-range decision making that sets the tone and vision for the future in terms of new products, new markets. etc.
63
top level management information needed
concise synopsis of interrelated, departmental efficiencies; on-demand reports requested for immediate use
64
middle level management activities
intermediate-range tactical decision-making that implements the strategies that have been determined by top management
65
middle level management information needed
summary reports/graphs that show trends and exceptions to norms as related to resource usage spread over a monthly basis
66
supervisory level management activities
short-range operational decision-making that ensures that specific jobs are performed which meet the objectives of the organization
67
supervisory level management information needed
detailed, routine information needed to make immediate short-term decisions on a daily basis
68
management function of motivating individuals and influencing group activities to accomplish objectives
leading
69
For a manager to lead effectively, he or she must...(3)
1. possess personal qualities
2. a leadership style
3. power combined with the abilities to communicate well
70
controlling definition
management function of devising ways and means of ensuring that planned performance throughout the process is actually achieved
71
contains a collection of items in book form that documents and chronicles the accomplishments that can give your career a boost
Portfolio
72
group that consists of employees who feel energized, recognized, appreciated, and encouraged to do their best
Bright Eye
73
group that consists of employees who work against the organization and go out of their way to seek out and find flaws
Beady Eye
74
group that consists of employees who have a lack of spirit and vitality
Glazed Eye
75
invisible driving force that reflects the collective values and behaviors of those associated with the organization*
Corporate Culture
76
Five fundamental principles with ethics
1. Purpose
2. Pride
3. Patience
4. Persistence
5. Perspective
77
use of information unavailable to the public
insider trading
78
moral guidelines involving right versus wrong
ethics
79
what people think of the way you do business and how they assess your character as a businessperson
reputation
80
big four information technologies
1. computer networks
2. image processing
3. data storage
4. artificial intelligence
81
consists of capturing, storing, analyzing, displaying, printing, manipulating images, allows users to convert paper documents into electronic images
image processing
82
two skills to handle the many changes
flexibility and foresight
83
strategies for a winning culture (6)
1. hire winners
2. engage their spirit
3. coach for success
4. focus on deliverables
5. clear their path
6. commit to renewal
84
does the 4th amendment protect at non-government work?
no
