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WDZ Flashcards

Introduction to Management

1
Q

the achievement of objectives through people and other resources

A

Management

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2
Q

Supervise non-managerial employees
involved in production or creation.

A

First-line managers

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3
Q

Manage departments or divisions within
an organization.

A

Middle managers

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4
Q

Make strategic decisions and set goals for the
entire organization.

A

Top managers

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5
Q

Setting goals and developing strategies to achieve them.

A

Planning

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6
Q

Determining the resources and structure needed to accomplish tasks.

A

Organizing

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7
Q

Motivating, training, and supervising employees to achieve goals.

A

Leading

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8
Q

Monitoring progress and making adjustments to ensure goals are met

A

Controlling

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9
Q

studied the activities of senior managers. He identified 10 different management roles.

A

Henry Mintzberg

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10
Q
  • Figurehead: Performs ceremonial duties.
  • Leader: Supervises and motivates subordinates.
  • Liaison: Acts as a communication link.
A

Interpersonal Roles:

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11
Q

Performs ceremonial duties.

A

Figurehead

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12
Q

Supervises and motivates subordinates

A

Leader

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13
Q

Acts as a communication link.

A

Liaison

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14
Q
  • Monitor: Gathers and receives information.
  • Disseminator: Shares information with others.
  • Spokesperson: Represents the organization to outsiders.
A

Informational Roles:

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15
Q

Gathers and receives information.

A

Monitor

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16
Q

Shares information with others.

A

Disseminator

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17
Q

Represents the organization to outsiders.

A

Spokesperson

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18
Q
  • Entrepreneur: Initiates change and innovation.
  • Disturbance Handler: Resolves conflicts and crises.
  • Resource Allocator: Assigns resources and sets priorities.
  • Negotiator: Represents the organization in negotiations.
A

Decisional Roles:

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19
Q

Initiates change and innovation

A

Entrepreneur

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20
Q

Resolves conflicts and crises.

A

Disturbance Handler

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21
Q

Assigns resources and sets priorities.

A

Resource Allocator

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22
Q

Represents the organization in negotiations.

A

Negotiator

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23
Q

The role of the manager – two theories

A

Omnipotent / Symbolic

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24
Q
  • Managers are solely responsible for an organization’s success or failure.
  • The quality of management directly determines the quality of the organization.
  • Failures are attributed to managerial incompetence.
A

Omnipotent View:

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25
Q
  • External factors (e.g., economy, competition) significantly influence an organization’s success.
  • Managers have limited control over outcomes.
  • The manager’s role is primarily symbolic and ceremonial.
A

Symbolic View:

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26
Q

Frederick Winslow Taylor, Henry Ford, Henry Laurence Gantt, Lilian and Frank Gilbreth

A

Scientific Management

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27
Q

is often considered the father of scientific management. He developed the concept of “scientific task management,” which involved breaking down tasks into their smallest components, timing each component, and standardizing work methods.

A

Frederick Winslow Taylor

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28
Q

applied Taylor’s principles to mass production, creating the assembly line and revolutionizing manufacturing. His Model T was produced in record numbers using efficient assembly line techniques.

A

Henry Ford

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29
Q

developed the Gantt chart, a visual tool for planning and scheduling work, which is still widely used today. He also introduced the concept of task and bonus systems to motivate workers.

A

Henry Laurence Gantt

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30
Q

were husband and wife who studied work methods and motion analysis. They focused on improving efficiency through the elimination of unnecessary movements. Their work contributed to the development of time and motion studies.

A

Lilian and Frank Gilbreth

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31
Q

Henri Fayol, Max Weber

A

Administrative Management

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32
Q

considered one of the primary founders of administrative management. He identified fourteen principles of management, including division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps.

A

Henri Fayol

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33
Q

was a German sociologist who developed the concept of bureaucracy. He described bureaucracy as a rational and efficient form of organization characterized by hierarchy, rules, and procedures. Weber emphasized the importance of formal authority and impersonal decision-making in bureaucratic organizations.

A

Max Weber

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34
Q

A. Formalized organizational structure
B. Division of labor
C. Delegation of power

A

Max Weber

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35
Q

Elton Mayo, Abraham Maslow, Douglas McGregor

A

Human-Relation School of Management

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36
Q

conducted the famous Hawthorne experiments, which demonstrated that workers’ productivity was influenced more by social factors and group dynamics than by physical conditions. These experiments highlighted the importance of employee morale, motivation, and communication in the workplace.

A

Elton Mayo

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37
Q

developed the hierarchy of needs theory, which proposes that human needs are arranged in a hierarchical order, with lower-level needs (such as physiological and safety needs) needing to be satisfied before higher-level needs (such as esteem and self-actualization) can be addressed. This theory has been widely used to understand employee motivation

A

Abraham Maslow

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38
Q

developed Theory X and Theory Y, two contrasting views of human nature in the workplace. Theory X assumes that employees are lazy, avoid work, and need to be coerced and controlled. Theory Y, on the other hand, assumes that employees are motivated, creative, and seek responsibility. McGregor argued that managers should adopt a Theory Y approach to maximize employee motivation and productivity.

A

Douglas McGregor

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39
Q

Developed during World War II. Uses quantitative techniques (like statistics, models, and simulations)
to improve decision-making.

A

Quantitative School of Management

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40
Q

is the tendency of systems to deteriorate or break down over time.

A

Entropy

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41
Q

is the ability of the whole system to equal more than the sum of its parts.

A

Synergy

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42
Q

“it all depends” approach. Actions and approaches depend on the situation. Managers should draw on various theories and experiences to solve problems effectively.

A

Contingency School of Management

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43
Q

Organization - social unit (or human grouping) deliberately constructed and reconstructed to seek specific goals.

A

[Etzioni, 1964]

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44
Q

Organization - social invention for accomplishing goals through group effort.

A

[Johns, 1992]

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45
Q

Organization - collections of people (two or more) who work together to achieve a wide variety of goals.

A

George and Jones, 2005]

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46
Q
  • Key consideration: Skill sets and
    attitudes significantly influence the
    success of change.
A

People

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47
Q
  • Purpose: The mission or reason for the
    organization’s existence.
  • Identification: Routine and key tasks.
A

Task

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48
Q
  • Arrangement: Basic organization of
    people.
A

Structure

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49
Q
  • Processes: Intellectual and mechanical methods for transforming inputs into outputs.
  • Identification: Key equipment and processes.
A

Technology

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50
Q

Broad factors affecting the entire industry

A

General (Mega) Environment

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51
Q

Specific factors directly influencing the organization’s operations.

A

Task Environment

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52
Q

Outside the organization’s control.

A

Task Environment AND General (Mega) Environment

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53
Q

A framework to assess the external factors impacting an organization.

A

PEST Analysis

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54
Q

Government policies, regulations, and stability.
o Examples: Tax laws, trade restrictions, political stability.

A

Political

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55
Q

Economic conditions and trends.
o Examples: Interest rates, inflation, GDP, unemployment.

A

Economic

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56
Q

Social and cultural factors influencing consumer behavior and preferences.
o Examples: Demographics, cultural trends, attitudes, values.

A

Sociocultural

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57
Q

Technological advancements and innovations.
o Examples: New technologies, automation, research and development.

A

Technological

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58
Q

Natural resources, environmental regulations, and sustainability.
o Examples: Climate change, natural disasters, environmental policies.

A

Environmental

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59
Q

Similar to PEST, but focuses on Social, Technological, Economic, and Political factors.

A

STEP

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60
Q

Includes Legal factors, such as laws and regulations.

A

PESTEL

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61
Q

Includes International and Demographic factors.

A

PESTLIED

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62
Q

Includes Educational factors, such as educational levels and trends.

A

STEEPLED

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63
Q

Definition: The specific factors and forces that directly affect an organization’s operations and performance.

A

Task Environment

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64
Q

A framework to assess the competitive intensity of an industry.

A

Porter’s Five Forces Analysis

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65
Q

The number and strength of competitors in an industry.

A

Competitive Rivalry

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66
Q

The ease or difficulty of new firms entering the industry.

A

Threat of New Entry

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67
Q

The power of suppliers to negotiate favorable terms

A

Bargaining Power of Suppliers

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68
Q

The power of customers to negotiate favorable terms.

A

Bargaining Power of Buyers

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69
Q

The availability and attractiveness of alternative products or services.

A

Threat of Substitute Products

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70
Q

is a set of shared assumptions, values, and behaviors that influence how people think and act within a company.

A

Organizational culture

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71
Q

Organizational culture

A
  • artifacts (visible elements),
  • espoused values (stated philosophies),
  • assumptions (underlying beliefs).
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72
Q

artifacts

A

visible elements

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73
Q

espoused values

A

stated philosophies

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74
Q

assumptions

A

underlying beliefs

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75
Q

The Competing Values Framework categorizes cultures into four types

A
  • Clan (family-like),
  • Adhocracy (innovative),
  • Hierarchy (structured),
  • Market (results-oriented).
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76
Q

Clan

A

family-like

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77
Q

Adhocracy

A

innovative

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78
Q

Hierarchy

A

structured

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79
Q

Market

A

results-oriented

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80
Q

Google’s culture is considered to be a mix of Clan and Adhocracy cultures, with an emphasis on teamwork, empowerment, and innovation.

A
81
Q

This means cleverly avoiding a task or responsibility by redirecting it to someone else without seeming like you’re shirking work

A

To work judo

82
Q

This refers to unhealthy, processed snacks, often from vending machines, that are convenient for busy workers, particularly software developers working long hours

A

Flat food

83
Q

This means using your own product or service to test it and improve it. For example, a software company might use its own software internally to identify bugs and usability issues

A

Eating your own dog food

84
Q

This is a humorous term for a face-to-face conversation, often used to contrast with email communication.

A

Facemail

85
Q

This is a slang term used to describe a project’s final intense phase, where everyone is working long hours to meet a tight deadline. It implies a stressful and exhausting period.

A

Death march

86
Q
  • A system that outlines how tasks, communication, and authority relationships are arranged within a company.
  • It determines how employees coordinate and work together to achieve goals.
  • Often visualized using an organigram or organization chart.
A

organizational structure

87
Q

Factors that influence organizational structure

A
  • Mission
  • Nature of the business
  • Size and age
  • Strategy
  • Technology
  • Environment
  • Leadership
  • Culture
88
Q

Key elements of organizational structure

A

Job specialization
Departmentalization
Reporting relationships
Distribution of authority

89
Q

Breaking down tasks into smaller units.

A

Job specialization

90
Q

Alternatives Job specialization

A

Rotation
Enlargement
Enrichment

91
Q

Systematically moving employees from one job to another.

A

Rotation

92
Q

Increasing the number of tasks an employee performs

A

Enlargement

93
Q

Increasing both the number of tasks and the level of responsibility and control an employee has over their job

A

Enrichment

94
Q

Grouping jobs by function, product, customer, or location

A

Departmentalization

95
Q

Establishing a clear chain(UNITY) of command and span of control (number of subordinates

A

Reporting relationships

96
Q

Delegation and decentralization of decision-making power.
o Centralized vs. Decentralized structures

A

Distribution of authority

97
Q

Types of organizational structures

A
  • Flat vs. Tall
  • Line
  • Functional
  • Line-staff
  • Flexible
    o Matrix
    o Organic
  • Formal vs. Informal.
98
Q

Based on the number of management levels

A
  • Flat vs. Tall
99
Q

Clear chain of command, simple and transparent.

A
  • Line
100
Q

Specialized departments based on function (e.g., marketing, finance).

A
  • Functional
101
Q

Line managers with staff specialists for advice.

A
  • Line-staff
102
Q

Task-oriented, matrix, organic structures for adaptability.

A
  • Flexible
103
Q

Dual reporting lines for project teams.

A

o Matrix

104
Q

Decentralized, flexible jobs, and teamwork.

A

o Organic

105
Q

Official structure vs. unofficial networks of relationships.

A
  • Formal vs. Informal
106
Q

International structures

A
  • Parent-branch
  • International operations branch
  • Global structure
107
Q

Centralized control over foreign operations.

A
  • Parent-branch
108
Q

Separate branch for international sales

A
  • International operations branch
109
Q

Decentralized structure with regional units.

A
  • Global structure
110
Q

Hiring external parties for services or goods traditionally done in-house.

A

Outsourcing (Outside-resource-using)

111
Q

Organizational structure and design
6 key elements to taken care of

A
  1. Job specialization
  2. Departmentalization
  3. Reporting relationships
  4. Distribution of authority
  5. Coordination
112
Q

suggests that jobs should be diagnosed and
improved along five core dimensions, taking into account both the work
system and employee preferences.

A

Job characteristics approach:

113
Q

Five core dimensions:

A
  1. Skill variety: the number of things a person does in a job
  2. Task identity: the extent to which the worker does a complete or
    identifiable portion of the total job
  3. Task significance: the perceived importance of the task
  4. Autonomy: the degree of control the worker has over how the work is
    performed
  5. Feedback: the extent to which the worker knows how well the job is being
    performed
114
Q

a clear and distinct
line of authority among the positions
in an organization

A

Chain of command

115
Q

the number of
people who report to a particular manager

A

Span of management/control:

116
Q

the process by which a manager
assigns a portion of his or her total workload to others.

A

Delegation

117
Q

the process of systematically
delegating power and authority throughout the
organization to middle- and lower level managers.

A

Decentralization

118
Q

the process of systematically retaining power and authority in the hands of higher-level
managers.

A

Centralization

119
Q

a hierarchy decisionmaking structure where all decisions and processes
are handled strictly at the top or the executive level.

A
  • Centralized organization
120
Q

one in which most
decisions are made by mid-level or lower-level
managers, rather than being made centrally by the
head of the company.

A

Decentralized organization

121
Q

Structure FLAT TALL
Span of control
Wide span of control (each manager has
to manage many subordinates)
Narrow span of control (each manager
has to manage only few subordinates)
Control of
subordinates
Loose control Close control
Cost Less costly because it has fewer
managers
Costly because it has many managers
Communication
Communication will not be distorted and
delayed because there are few layers of
management
Communication may be distorted and
delayed because there are many layers of
management
Decision-making Decision-making is quick because there
are few levels of management
Extra levels of management slow down
decision-making
Promotional
opportunities
Fewer promotions More promotional opportunities

A
122
Q

large corporation with different product lines or geographic regions. Each division operates independently, like separate businesses.

A

Divisional Structure

123
Q

is a large corporation that owns and operates several smaller companies, often in unrelated industries.

A
  • Conglomerate
124
Q

the number of subordinates that a manager or supervisor can directly control.

A

Span of control

125
Q

provides that an employee is responsible to only one supervisor, who in turn is responsible to only one supervisor, and so on up the organizational hierarchy.

A

Unity of command

126
Q

refers to the grouping of activities in organizational subunits

A

Departmentation

127
Q

Departmentation

A

Functional structure
Divisional structure
Process-oriented structure

128
Q

Groups activities based on similar functions or tasks, such as marketing, finance, and production. This structure is often used in smaller organizations.

A

Functional Structure

129
Q

Groups activities based on products, services, or geographic regions. This structure is often used in larger organizations with diverse product lines or operations in multiple locations.

A

Divisional Structure

130
Q

Groups activities based on the processes involved in delivering a product or service. This structure is often used in organizations that focus on efficiency and customer satisfaction.

A

Process-Oriented Structure

131
Q

these apply to more than one of the departmentation principles simultaneously. The best known of which is the matrix structure

A

Hybrid structures

132
Q

these provide a blueprint of an organizational structure that is often compared to a machine: all the parts are clearly aligned to work together in prescribed, predetermined and stable ways.

A

Mechanistic organizations

133
Q

sometimes referred to as organismic organizations. Reflects an organizational form emerging in fluid and relatively unpredictable situations. It is typified by a high level of flexibility in job responsibilities, also incorporating high levels of technical expertise at the lower level of the organization and recognition of the value of individual contribution.

A

Organic organizations

134
Q

5 sources of leader power:
Coercive: Based on fear of punishment
Connection: Based on relationships with important people
Expert: Based on knowledge and skills
Information: Based on access to information
Legitimate: Based on position of authority
Referent: Based on personal charisma and attractiveness
Reward: Based on ability to reward others

A
135
Q

Based on position of authority; formal position in the
company

A

Legitimate power

136
Q

Based on fear of punishment

A

Coercive power

137
Q

Based on ability to reward others

A

Reward power

138
Q

Based on knowledge and skills

A

Expert power

139
Q

Based on personal charisma and attractiveness

A

Referent power

140
Q

Seven Traits Associated with Leadership

A

Drive, Desire to lead, Honesty and integrity, Self-confidence, Intelligence, Job-relevant knowledge, Extraversion

141
Q

Leaders exhibit a high effort level. They have a relatively high
desire for achievement; they are ambitious; they have a lot of energy;
they are tirelessly persistent in their activities; and they show initiative

A

Drive

142
Q

Leaders have a strong desire to influence and lead
others. They demonstrate the willingness to take responsibility.

A

Desire to lead

143
Q

Leaders build trusting relationships between
themselves and followers by being truthful or nondeceitful and by
showing high consistency and by showing high consistency between
word and deed.

A

Honesty and integrity

144
Q

Followers look to leaders for an absence of selfdoubt. Leaders, therefore, need to show self-confidence in order to
convince followers of the rightness of their goals and decisions.

A

Self-confidence

145
Q

Leaders need to be intelligent enough to
gather, synthesize, and interpret large amount of
information, and they need to be able to create vision, solve
problems and make correct decisions.

A

Intelligence

146
Q

Effective leaders have a high
degree of knowledge about the company, industry, and
technical matters. In-depth knowledge allows leaders to
make well-informed decisions and to understand the
implications of those decisions.

A

Job-relevant knowledge

147
Q

Leaders are energetic, lively people. They
are sociable, assertive, and rarely silent or withdrawn.

A

Extraversion

148
Q

the degree of
confidence, trust, and respect employees had for
their leader (good/poor)

A

Leader-member relations

149
Q

the degree to which job
assignments were formalized and procedurized
(high/low)

A

Task structure

150
Q

the degree of influence a leader
had over power-based activities such as hiring,
firing, discipline, promotions (strong/weak)

A

Position power

151
Q

The Fiedler Model - evaluation of
the situation
3 contingency dimensions:

A

Leader-member relations: the degree of
confidence, trust, and respect employees had for
their leader (good/poor)
n Task structure: the degree to which job
assignments were formalized and procedurized
(high/low)
n Position power: the degree of influence a leader
had over power-based activities such as hiring,
firing, discipline, promotions (strong/weak)

152
Q

Path-Goal Method

A

Directive leader: lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.
n Supportive leader: is friendly and shows concern
for the needs of followers.
n Participative leader: consults with group members
and uses their suggestions before making a
decision.
n Achievement-oriented leader: sets challenging
goals and expects followers to perform at their
highest level.

153
Q

lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.

A

Directive leader

154
Q

is friendly and shows concern
for the needs of followers.

A

Supportive leader

155
Q

consults with group members
and uses their suggestions before making a
decision.

A

Participative leader

156
Q

sets challenging
goals and expects followers to perform at their
highest level.

A

Achievement-oriented leader

157
Q

lead primarily by
using social exchanges (for transactions) =
motivate followers by exchanging rewards for
their productivity

A

Transactional leaders

158
Q

stimulate and inspire
(transform) followers to achieve extraordinary
outcomes.
n Help followers look at old problems in new ways
n More than charisma  - inspire people to question
not only the established views but the views of the
leader as well
n Impressive results 

A

Transformational leaders

159
Q

Charismatic leaders - 5 characteristics:

A

They have a vision
2. They are able to articulate that vision
3. They are willing to take risks to achieve that
vision
4. They are sensitive to both environmental
constraints and follower needs
5. They exhibit behaviors that are out of the
ordinary

160
Q

Charismatic-visionary leadership – most
appropriate when:

A

The follower’s task has an ideological
purpose
2. The environment involves a high degree of
stress and uncertainty
= politics, wartime,
facing a survival crisis

161
Q

Current leadership issues

A

Managing power
n Developing trust
n Providing ethical leadership
n Empowering employees
n Cross-cultural leadership
n Gender differences in leadership
n The demise of celebrity leadership
n Substitutes for leadership

162
Q

– the ability to influence people toward
the attainment of organizational goals.

A

Leadership

163
Q

Rational
* Consulting
* Persistent
* Problem solving
* Tough-minded
* Analytical
* Structured
* Deliberate
* Authoritative
* Stabilizing
* Position power

A

Manager qualities

164
Q

Visionary
* Passionate
* Creative
* Flexible
* Inspiring
* Innovative
* Courageous
* Imaginative
* Experimental
* Initiates change
* Personal power

A

Leader qualities

165
Q

COERCIVE POWER: Based on fear.
* CONNECTION POWER: Based on links with important
people.
* EXPERT POWER: Based on the leader’s skill and knowledge.
* INFORMATION POWER: Based on access to information.
* LEGITIMATE POWER: Based on position.
* REFERENT POWER: Based on personal traits.
* REWARD POWER: Based on rewards, pay, promotion, or
recogntion.

A

Types of
Leadership Power

166
Q

Based on fear

A

COERCIVE POWER

167
Q

Based on links with important
people.

A

CONNECTION POWER

168
Q

Based on the leader’s skill and knowledge

A

EXPERT POWER:

169
Q

Based on access to information.

A

INFORMATION POWER

170
Q

Based on position.

A

LEGITIMATE POWER

171
Q

Based on personal traits.

A

REFERENT POWER

172
Q

Based on rewards, pay, promotion, or
recogntion.

A

REWARD POWER

173
Q

this is the degree to which a
leader considers team members’ needs, interests and
areas of personal development when deciding how
best to accomplish a task.

A

Concern for People

174
Q

this is the degree
to which a leader emphasizes concrete objectives,
organizational efficiency and high productivity when
deciding how best to accomplish a task.

A

Concern for Results (Production):

175
Q

The leadership Grid 1/2

A

Concern for People: this is the degree to which a
leader considers team members’ needs, interests and
areas of personal development when deciding how
best to accomplish a task.
* Concern for Results (Production): this is the degree
to which a leader emphasizes concrete objectives,
organizational efficiency and high productivity when
deciding how best to accomplish a task.

176
Q

a model of leadership
that describes the relationship between leadership
styles and specific organizational situations.

A

Contingency approach

177
Q

The situational theory of Hersey & Blanchard
* The leadership model developed by Fiedler

A

Contingency approaches include:

178
Q

a
contingency approach
to leadership that links
the leader’s behavioral
style with the task
readiness of
subordinates

A

Situational theory

179
Q

Based on relationships with important people

A

Connection power

180
Q

Based on access to information

A

Information power

181
Q
  • Grönroos’ Definition: Marketing is about establishing and maintaining long-term customer relationships.
A

Marketing

182
Q

Focused on product, selling, and profit maximization through sales.

A
  • Traditional Marketing
183
Q

Focused on customer needs, coordinated marketing efforts, and profit maximization through customer satisfaction.

A
  • Modern Marketing
184
Q

The one who sells

A
  • Seller
185
Q

The one who buys.

A
  • Buyer
186
Q

The one who uses the product.

A
  • Consumer
187
Q

The one who makes the purchase decision.

A
  • Customer
188
Q

A group of buyers for a particular product or service.

A
  • Market
189
Q

Meeting customer needs and wants.

A
  • Customer Satisfaction
190
Q

Creating a desire for the product.

A
  • Increased Demand
191
Q

Generating revenue that exceeds costs

A
  • Profitable Sales Volume
192
Q

Providing high-quality products

A
  • Product Quality
193
Q

Building a positive reputation.

A
  • Goodwill
194
Q

Moving products from production to consumption

A
  • Transportation
195
Q

Holding and preserving products.

A
  • Storage
196
Q

Gathering and analyzing market information

A
  • Marketing Research
197
Q

Communicating product value to customers.

A
  • Promotion
198
Q

Classifying products based on quality or other factors.

A
  • Grading

PJATK (8 decks)

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