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Management 3000 ex 1
Management Exam 1
| Question | Answer |
|---|---|
| Describe management in terms of Art | Art: No single answer is right |
| Describe management in terms of Science | Science: different styles are applicable to different people or groups |
| Describe management in terms of Individuals | Individuals: kickin' ass and takin' names. Dictatorship |
| Describe management in terms of groups | Groups: demoncracy |
| Describe management in terms of People | People: people all respond differently |
| Describe management in terms of Technology | Technology: we have to keep track of what is going on and technology will do what you tell it. |
| Describe management in terms of Theory | Everyone will manage something in their lives. Most of the time there is not a direct answer and both of the alternatives can be used. |
| Describe and organization | An organization is a collection of people together to achieve a common purpose. They transform inputs to outputs in the form of goods and services and perform and create value. |
| Describe productivity measures? | Productivity measures the quantity and quality of output relative to the cost of inputs. |
| Describe efficiency | An input measure of resource cost associated with goal accomplishment. |
| Describe effective | An output measure or task or goal accomplishment. |
| Define Planning | Specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve those goals. WHAT are you going to do? |
| Define Organizing | Assembling and coordinating the human, financial, physical, informational and other resources needed to achieve goals. What do you NEED to do it. |
| Define Leading | Stimulating people to be high performers by directing, motivating, communicating individually and in groups. HOW are you going to do it? |
| Define Controlling | Monitoring process and implementing necessary changes to make sure that goals are met. SHIT HAPPENS, DID you do it? |
| Describe Strategic Management | Top Level- senior executives of an organization who are responsible for overall management who develop long-term strategies for survival, growth, and effectiveness of the company. |
| Describe Operational Management | Frontline- Supervise the day to day operations of the business and the hourly employees. Worried about details today. Objective thinkers that are focused on internal structure. |
| Describe Tactical Management | Mid Level- responsible for translating the general goals and plans developed by the strategic managers into specific objectives and actions. |
| Describe Hourly Employee | Directly involved in the day to day operations and may assume self management functions if organization allows. |
| What is Directive management | Tell you what to do and you listen. Those at the top are more important than those at the bottom. They ask what the employees can do for them. PUSH model, info is pushed from the top to the bottom |
| What is Supportive management | What do you think we should do? I'll Help. No one is above or below. It's more like front to back. Those on the bottom of the pyramid are most important. ASK or PULL method. Managers pull what they need from employees to be successful |
| Hard Skills | being able to think and do(cognitive and psycho motors) |
| Soft Skills | affective skills or feelings. Things you can show or feel like attitude, beliefs, values, teamwork, ethics |
| Macro Skills | Ability to see how you help or hurt the organization at large |
| Micro skills | Good at tasks in your job or in your specific field. Being good at what you do |
| Formal skills | Can you read management reports, go to meetings? |
| Informal Skills | drinking, drugs, divorce, Knowing how to talk to your employees out by the smoke shack. Knowing about their lives on a personal to semi personal level |
| Specialized skills | You are a master of what you do. |
| General skills | able to do anything you are asked and succeed in doing so with minimal mistakes |
| Networking skills | creating relationships with people and places. Know where and who to get info from |
| Server skills | being the person or place that "networkers" get their information |
| Skill basket | a set of skills you have developed. You may lose some of them with time and you have to learn new ones. If you don't use it, you lose it. |
| Describe managers rights they lose | Can't lose temper, be one of the gang, bring your personal problems to work, vent your frustrations and express all your opinions, resist change, pass the buck, get even, play favorites, put your own interest first, expect to be immediately recognized. |
| Explain Competitive advantage | fun to compete and learn to make yourself better. Providing a product or service in a way customers value more than any other competitors product or service. AT |
| Explain Core Competency | The one thing that you do best. Usually leverages it to create a competitive advantage. Facebook's core competency is understanding people through technology |
| Explain first mover advantage | the idea that being first is to have the competitive advantage and will attract and keep customers for a lifetime. |
| Temporary Advantage | competitive advantage is temporary. Leap frogging or jumping to the next few cool things. You jump to being the best but not for long |
| Summarize intangible resource advantage theory | Intangibles are ideas, trust, likeability, sharing, teamwork, morale, all of those things that you want on your side but you cannot really touch or quantify. |
| Intangible resource theory | every company has access to the same intangible resources but one can rise above another by using their resources correctly. |
| Human relations management | realizes that until the first set of standards are met the others will not be achieved. It's all about feedback, teamwork, and caring about your employees. |
| Scientific Management | mass production, standardization, job specialization, standard methods and tools, differential piece rate systems where the motivations are money only. |
| Summarize the PUSH theory | do things our way we will tell you what you need to do. Directive management, scientific management. The organization tells you what to do and the top is more important than the bottom |
| Summarize the PULL theory | Managers find out what employees want. Supportive management, human relations, organizations asks what you want, starts with the employees |
Created by:
smc3d7
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