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Princ. of Management
Management information.
| Question | Answer |
|---|---|
| What is the combination of behavioral, mental, and emotional traits that define an individual? | Personality |
| People who believe that they have no control over their fate and that their behavior has little to do with their performance? | Externalizers |
| People who believe that they have control over their fate and their behavior has direct effect on their performance? (Higher levels of performance.) | Internalizers |
| End justifies the means and power should be used to reach that end. More concerned with self, creating win-lose situations? | Machiavellianism |
| Outgoing? | Extraversion |
| Cooperative and competitive? | Agreeableness |
| Stability? | Emotionalism |
| Responsible and organizing? | Conscientiousness |
| Learn and try new things? | Open to Experience |
| The process of selecting, organizing, and interpreting environmental information? | Perception |
| Your personality, self esteem, intelligence, values, needs? | Internal Environment |
| Processing information from outside? | External Environment |
| The process of determining the reason for someone's behavior and whether that behavior is situational or intentional? | Attribution |
| Screen information in favor of desired outcome? | Selectivity |
| Seeing things from your own point of view? | Frame of Reference |
| Belief in your own capability to perform in a specific situation? | Self-Efficacy |
| Making generalizations about the behavior of a group and then applying the generalities to one individual? | Stereotyping |
| Positive or negative evaluations of people, things, and situations? | Attitude |
| The theory that managers' attitudes toward and expectations and treatment of employees largely determine their performance? | Pygmalion Effect |
| Is the ability to influence others' behavior? | Power |
| Derived from top management and is delegated down the chain of command? | Position Power |
| Derived from followers, based on an individuals behavior? | Personal Power |
| Involves threats and/or punishment to influence compliance? | Coercive Power |
| Is based on user's relationship with influential people? | Connection Power |
| Based on the user's ability to influence others by providing something of value to them? | Reward Power |
| Based on the user's position power in the organization. Employees tend to feel they ought to do what the boss says? | Legitimate Power |
| Based on the user's personal power relationship with others. More or less asking a person to do something rather than telling? | Referent Power |
| Based on other's need for data? | Information Power |
| Based on the user's skill and knowledge? | Expert Power |
| The process of gaining and using power? | Politics |
| Involves the creation of obligations and the development of alliances that are used to accomplish objectives? (Feel obligated and need to repay someone.) | Reciprocity |
| IS a situation in which disagreement and opposition support the acheivement of organizational objectives? | Functional Conflict |
| Attempts to resolve conflict through assertive give-and-take? | Negotiating |
| Influencing employees to work toward achievement of organizational goals? | Leadership |
| Theorists who attempt to determine a list of distinctive characterstics that account for leadership effectiveness? (Born, not made.) | Leadership Trait Theorists |
| Theorists who attempt to determine distinctive styles used by effective leaders? | Behavioral Leadership Theorists |
| Attempt to determine appropriate leadership styles for particular situations? | Situational Leadership |
| Used to determine if leadership style is task or relationship-oriented and if the situation matches the style? | Contingency Leadership |
| Inspires loyalty, enthusiasm, and high levels of performance? (Pope, Mother Theresa, Martin Luther King Jr.) | Charismatic Leadership |
| Style based on establishing and maintaining a strong organizational culture. Should start with top managers and hould flow down to the middle and first line managers? | Symbolic Leadership |
| Leader provides high structure? | Directive Leadership |
| Leader provides high consideration? (that is, the leader makes efforts to develop the trust and respect of followers.) | Supportive Leadership |
| Used to determine employee objectives and to clarify how to achieve them. Perceptions of their goals and the paths they follow toward goal attainment? | Path-Goal Model |
| Used to select one of four leadership styles that match the employees' maturity level in a give situation? | Situational Leadership Model |
| Maturity low? | Telling |
| Maturity moderate-low? | Selling |
| Maturity moderate-high? | Participating |
| Maturity high? | Delegating |
| When top level management makes decisions or creates policies and procedures, these are often communicated down the chain of command to employees. Occurs when higher level managers tell those below them what to do and how to do it? | Downward Vertical Communication |
| When employees send a message to their bosses, they are using? | Upward Vertical Communication |
| Informal flow of information in any direction throughout an organization. It is informal communication because it is not official or sanctioned by management? | Grapevine Communication |
| Current and available when you need it? | Timely |
| Suited to the situation, accurate complete but concise? | Relevant |
| In a form that is easy to comprehend? | Understandable |
| Amount of information and meaning concepts. Refers to the amount of information and meaning conveyed through the channel. The more information the richer the channel face to face is the richest? | Media Richness |
| Is the process of altering or distorting information to project a more favorable image? (Only give positive not negative objectives.) | Filtering |
| Process of prestating a message in one's own words? | Paraphrasing |
| Includes listening, analyzing, and checking understanding? | Message Receiving Process |
| Process of thinking about, decoding, and evaluating the message? | Analyzing |
| Self awareness, or understanding your own emotions; self-management, the ability to manage your own emotions; self motivation, the ability to persist through failure and setbacks; empathy? | Emotional Intelligence |
| Form of management information systems used by top-level managers. Place greater emphasis on integrating external data and information with internal information on critical success factors, which are often industry specific? | Executive Information |
| The willingness to achieve organizational objectives or go above and beyond the call of duty? | Motivation |
| Process of moving from need to motive to behavior to consequence to satisfaction or dissatisfaction? | Motivation Process |
| Ability x Motivation x Resources =? | Performance |
| Focus on identifying and understanding how employees choose behaviors to fulfill the needs? | Process Motivation Theory |
| Proposes that employees are motivated by three needs:existence, relatedness, and growth? | ERG Theory |
| Self-Actualization, Esteem, Social, Safety, Physiological needs? | Maslows Hierarchy |
| Combined lower-level needs into one classification he called maintenance factors & higher needs he called motivation? | Herzberg |
| Proposes that employees are motivated by their needs for achievement, power, and affiliation? | Acquired Needs Theory |
| Proposes that employees are motivated when their perceived inputs equal outputs? | Equity Theory |
| Proposes that achievable but difficult goals motivate employees. Most valid approach to work motivation. It complement the two factor and acquired needs theories, goals lead to higher levels of motivation and performance? | Goal Setting Theory |
| Proposes that employees are motivated when they believe they can accomplish a task and the rewards for doing so are worth the effort? | Expectancy Theory |
| Proposes that through the consequences of their behavior, employees will be motivated to behave in predetermined ways. Behavior is learned through experience of positive and negative consequences? | Reinforcement Theory |
| 1. Set objectives and standards, 2. measure performance, 3. compare performance to standards, and 4. correct or reinforce? | Control System Process |
| Action designed to anticipate and prevent possible problems. Planning and organizing are the keys to preliminary control? | Preliminary Control |
| Action taken to ensure that standards are met as inputs are transformed into outputs? | Concurrent Control |
| Action taken to minimize negative impacts on customers/stakeholders due to faulty outputs. (Warranties)? | Damage Control |
| Action taken to fix an output? | Rework Control |
| Organization determines to what extent it is successful and how to increase success? | Measuring Performance |
| Analysis of the organization's planning, organizing, leading, and controlling functions to look for improvements. The analysis focuses on the past, present, and future? | Management Audit |
| Policies, procedures, and rules are developed to influence employees' behavior in recurring predictable situations? | Standing Plans |
| Planned quantitative allocation of resources for specific activities? | Budget |
| The revenue and expense budgets. You must first determine how much money you have or will have before you can plan how you are going to spend it? | Operating Budget |
| Projection of all planned major asset investments. The major assets owned by an organization are those that last and are paid for over several years? | Capital Expenditures Budget |
| Income statement, balance, sheet, and cash flow statement? | Financial Statement |
| Presents revenue and expenses and the profit or loss for the stated time period. The income statement primarily covers one year. However, monthly and quarterly income statements are also developed to measure interim performance? | Income Statement |
| Presents the assets and liabilities and owners' equity? | Balance Sheet |
| Presents the cash receipts and payments for the stated time period? | Cash Flow Statement |
| Describes current performance, desired performance, commitment to the change, and follow up? | Coaching Model |
| Benefit program staffed by people who help employees get professional assistance in solving their problems? | Employee Assistance Program |
| Corrective action to get employees to meet standards and standing plans? | Discipline Objective |
| Function concerned with transforming resource inputs into product outputs? | Operations |
| Produce products with a common design and price, in anticipation of demand. Therefore, there is a low level of customer involvement? | Make-to-stock |
| Carried out only after an order has been received from a specific customer? | Make-to-order |
| Produce outputs in an assembly-line structure, where employees and equipment are quite specialized in function and location. each unit of output follows the same path through labor and equipment? | Repetitive Process |
| Produce outputs that are not in discrete units, such as gas and oil, electricity, chemicals, and pulp. They tend to produce goods rather than services? | Continuous Process |
| Produce different outputs with the same resources. When both the volume and variety of products are moderate, flexibility is needed, especially if the organization cannot justify the investment required to dedicate labor or equipment to a single product? | Batch Process |
| If products are well designed, with cross-functional team in put to ensure customer value, there will be fewer operations problems, the product will be easier to sell and servicing the product will be less costly? | Quality is a Virtue of Design |
| Associated w/ make-to-stock and assemble-to-order levels of customer involvement, relatively inflexible repetitive process or continuous process operations, and capital intensity? | Product Layout |
| Scheduling tool that states an objective and lists the sequence of activities required to meet the objective, when each activity will begin and end, and who will complete each activity? | Planning Sheets |
| A scheduling tool that uses bars to graphically illustrate a schedule and progress toward the objective over a period of time? | Grantt Chart |
| Process of managing raw materials, work-in-progress, finished goods, and in-transit goods? | Inventory Control |
| Process of ensuring that all types of inventory meet standards? | Quality Control |
| Performance measure relating outputs to inputs. Measured by dividing the outputs by the inputs? | Productivity |
| Networking activities, events, time, and critical path? | PERT |
Created by:
BrittanyAdams820
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