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management
chapter 1
| Question | Answer |
|---|---|
| To be successful a company must be both: | efficient by making the best possible use of people and effective by meeting goals to sustain a company's competitive advantage. |
| The 21st century world of business is strongly influenced by 3 issues: | management of change ( leaders must cope and adapt to rapid change on a daily basis. Customer service ( company must satisfy needs of customer in ways that contribute to long term loyalty). Need for higher business ( the standards and values which are con |
| 3 levels of management : | strategic managers ( the senior executives with overall responsibility for the firm) tactical managers ( responsible for implementing the directives of strategic managers) and operational managers ( responsible for day to day operations). |
| 4 functions of management: | planning, organizing, leading and controlling. |
| Mintzberg's 3 managerial roles: | interpersonal roles, information roles, and decision roles. |
| Adam Smith: | recognized the principle of the Division of Labor, claimed that a production process in which each worker repeated one step over and over achieved greater time and knowledge efficiencies. Smiths ideas laid the groundwork for scientific management. |
| operational perspective has 3 approaches: | scientific management, quantitative management, quality management |
| 3 key elements of total quality management: | focus on the customer, employee involvement, and continuous improvement. |
| 5 key characteristics of Webber's ideal bureaucracy: | specialization of labor, formal rules and procedures, impersonality, well defined hierarchy, and career advancement based on merit. |
| Administrative management: | Henri Fayol's approach that explores an organization from the perspectives of the managers and executives responsible for coordinating the activities of diverse groups and units across entire organization. |
| Fayol identified 5 functions planning that are generic to all management activities: | planning, organizing, commanding, coordinating, and controlling. |
| Behavioral perspective approach: | knowledge of the psychological and social process of human behavior can result improvements in productivity and satisfaction. argues that human behavior can affect workplace. |
| the hawthorn effect: | the finding that paying special attention to employees motivates them to put greater effort into there jobs. employees attitude reflects performance. |
| human relation approach: | view the relationship between the employees and the supervisors as the most salient aspect of management. build a relationship between each other. |
| 2 key aspects of the human relations approach: | employee motivation, and leadership style. |
Created by:
charchar
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