Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Principle of managme
1st exam practice
| Question | Answer |
|---|---|
| What is Management? | 1.The process of working with people and resources to accomplish organizational goals 2.Efficient, effective |
| Effective | To be________is to achieve organizational goals. |
| Efficient | To be________ is to achieve goals with minimal waste of resources—that is, to make the best possible use of money, time, materials, and people. |
| Controlling | ____________ is monitoring performance and making needed changes. |
| what are the first two Functions of management? | 1.Planning-systematic making decisions about which goals and activates to purse. 2. Organization- assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals |
| What are the second two functions of management? | 3.Leading-stimulating people to be high performers 4. Controlling-monitoring performance and making needed changes |
| What are the three roles that managers perform? | 1.Interpersonal roles 2.Informatioanl roles 3.Desionael roles |
| How do you describe interpersonal roles? | Leader, liaison, figurehead |
| How do you describe informational roes? | Monitor, disseminator |
| How do you describe Decisional roles? | Entrepreneur, disturbance handler, negotiator |
| Managers need three broad skills what are they? | 1. Technical Skills 2. Conceptual and decision skills 3. Interpersonal and communication skills. |
| Define Technical skills | is the ability to perform a specialized task that involves a certain method or process. |
| Define Conceptual and decision skills | skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members. |
| Define interpersonal and communication skills | people skills; the ability to lead, motivate, and communicate effectively with others. |
| What are the 2 steps of being a T-shaped manager? | 1. The First part that is vertical is where managers increase organizational effectiveness by sharing knowledge with others across the organization. 2. part is While simultaneously focusing on achieving strong performance in their own business units. |
| ___________ is the fast and timely execution, response, and delivery of results. | Speed |
| Resource Based View | as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm's disposal |
| Fredrick Taylor | introduced a second approach to management, known as Scientific management. |
| What is Scientific management? | A classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans. |
| Frank and Lillian Gilbreth | used “motion studies” to identify and remove wasteful movements so workers could be more efficient and productive. |
| Max Weber | Came up with the Bureaucracy approach, believed bureaucratic structures can eliminate the variability that results when mangers in the same organization have different skills, experiences, and goals. |
| What are the Characteristics of an effective bureaucracy of Max weber. | 1. Division of Labor(tasks assignments , and authority) 2. Authority ( a chain of command or hierarchy is well) 3. Qualifications ( Employees are selected and Promoted) 4. Ownership (managers, not owners, should run the Organ) 5. Rules. |
| Efficiency versus Effectiveness | |
| Bureaucracy defined | A classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization |
| Henry L. Gantt | He expanded on the piecerate system by suggesting that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks |
| Henry L. Gantt | is also known for creating the Gantt chart, which helps employees and managers plan projects by task and time to complete those tasks. |
| Gantt chart what is it used for? | An interesting aspect of the chart is that it illustrates how some tasks need to be done during the same time period. |
| What are the four principles of Scientific management | 1. Guidelines to follow 2. Teach and train 3.matching plan and principles 4.Relationship with employee's |
| Define a classical approach to management? | Systematic management- a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans |
| what are some goals of systematic management? | def duties and responsibilities. Standardized techniques for performing. Specific means of gathering, handling, transmitting, and analyzing information.Cost accounting, wage, and production control systems to facilitate internal coordination and com. |
| what are the 5 management approach of classical approach? | 1.systematic management 2.Scentific management 3.Bueraceracy 4.Administrative management 5.Human Relations |
| What are the 5 management approach of Contemporary approaches? | 1.Quanative management 2.Sociotechnical systems 3.Organizational behavior 4.Systems theory 5.Current and future revolutions |
| Administrative management | A classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance |
| Which approach tries to find the “one best way”? | scientific management |
| Human relations | a classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance |
| What classical management believed these concepts proponents argued that managers should stress primarily employee welfare, motivation, and communication. Believed that social needs had precedence over economic needs. | human relations |
| People’s reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior is called the ________________. | Hawthorne effect |
| A contemporary approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees’ interpersonal relationships and other human aspects of the work | Sociotechnical systems theory |
| Another Contemporary approach that emphasizes the application of quantitative analysis to managerial decisions and problems | Quantitative management |
| A contemporary approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes | Organizational Behavior |
| Also know as a Contemporary approach A theory stating that an organization is a managed system that changes inputs into outputs | System Theory |
| What contemporary approach uses Inputs goods and services organizations take in and use to create products or services, Outputs the products and services organizations create | System Theory |
| An approach to the study of management proposing that the managerial strategies, structures, and processes that result in high performance depend on the characteristics, or important contingencies, or the situation in which they are applied | Contingency perspective |
| ____________ are factors that determine the appropriateness of managerial actions. | contingencies |
| Part of the Open Systems? | External environment-All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economy. |
| Organizations that are affected by, and that affect, their external environment. | Open Systems |
| The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations. | Macro environment |
| What are the components of Macro environment? | 1.Legal and regulations. 2.Economy 3. Technology 4.Demographics 5.Social values |
| What are the components of Competitive environment? | 1.Buyers 2.Suppliers 3.Rivals 4.New entrants 5Subsitutes and complements |
| What are the components of Internal environment? | 1.Culture 2. Values |
| laws and Regulation Macro | Occupational Safety and Health Administration (OSHA) Interstate Commerce Commission (ICC) Federal Aviation Administration (FAA) Equal Employment Opportunity Commission (EEOC) National Labor Relations Board (NLRB) |
| The Economy Macro | affects managers’ ability to function effectively and influences their strategic choices. Interest and inflation rates affect the availability and cost of capital, growth opportunities, prices, costs, and consumer demand for products. |
| Michael porter a theory view of macro environment or competitive environment there are 5 competitive things he said we need to look at | 1.Being rivalry among existing competitors 2.Bargaining power of suppliers (making cars and need 3.batteries there are only 4 major player) 4.Barraging power of buyers 5.Threat of new entrants |
| ____________ costs are fixed costs buyer face if they change suppliers. | Switching |
| What is the process of comparing an organization’s practices and technologies with those of other companies? | benchmarking. |
| The set of important assumptions about the organization and its goals and practices that members of the company share | Organizational culture |
| the majority of people within the organization agree on organizational goals | strong cultures, |
| the majority of people within the organization disagree on organizational goals | weak cultures |
| Its is a system of shared values about what is important and beliefs about how the world works. It provides a framework that organizes and directs peoples behavior on the job. | Organizational values |
| What are some things company do for Organizational Culture? | 1.Visibe Artifacts –office layout, dress code, written document. 2. Values- we need to become a green company. 3. Unconscious -assumptions but we have t be profitable. |
| Who had a theory or analyzes of the super ego , and ego and identification of the human culture. Individuals have this. The company has its own personal culture personality, organization culture | Segments Freud |
| What in the organization is a key thing to understanding part of the organizational culture | Language |
| What do some organizations hide | Identification |
Created by:
john.ovalles1
Popular Management sets