Final

Front 1

management

Back 1

getting things done through other people

Front 2

self management

Back 2

planning and organizing personal time and resources

Front 3

organization theory

Back 3

study or organizational structure

Front 4

organizational behavior

Back 4

study of people in an organization

Front 5

plan

Back 5

a course of action for the future

Front 6

organize

Back 6

putting people and resources together to make to product or service

Front 7

staff

Back 7

obtaining and preparing the needed workers

Front 8

direct

Back 8

tyring to obtain the highest levels of performance

Front 9

control

Back 9

comparing performance to standards

Front 10

what are the duties of top level management?

Back 10

-scan the environment
-write strategies
-write policies
-make big decisions
-planning time horizon

Front 11

what are the duties of mid level managers?

Back 11

-translate- general stuff into specifics or each department
-transition- idea into action
-information- pass along info into every direction
-write functional area policies
-make decisions
-help with communication

Front 12

what are the duties of first line supervisors

Back 12

-direct specific operational tasks
-enforce procedures
-enforce rules
-make decisions
-train and socialize new employees

Front 13

name the dates, assumptions, and theme of the classical school.

Back 13

(1776) 1880s to 1920s
-demand>supply
-concern for production

Front 14

dates, assumptions, and theme for the neo-classical school.

Back 14

-1920s-1960
-supply>demand
-concern for people

Front 15

what are the 5 steps of planning

Back 15

-scan the environment
-forecast future events
-make decisions
-write the plan
-set goals and standards

Front 16

what are the forces in the semi-controllable external environment?

Back 16

supplies,customers,local, community,financial institutions,unions,stockholders

Front 17

what are the major forces in the non controllable external environment?

Back 17

political forces,social forces,economic forces,technological force,competitive forces

Front 18

name the qualitative and quantitative sales forecast techniques?

Back 18

-survey of buyer intention
-expert opinion
-composite of sales force opinion
-market test

Front 19

name the 6 steps of the decision-making process

Back 19

-state the problem
-name your limitations
-generate alternatives
-evaluate alternatives
-choose a solution
-state a plan of implementation

Front 20

name 4 creativity techniques used in generating decision alternatives.

Back 20

-brainstorming- verbal technique
-normal group technique- written technique
-lowest common denominator- find a simpler problem to solve
-talk to an outsider- get a different point of view

Front 21

what factors keep ideal decisions from being made?

Back 21

-expectations
-emotions
-company politics
-personal attitudes,values
-mismatch between decision maker and decision

Front 22

bounded rationally

Back 22

the managers knows they dont have enough resources to consider every decision, so the manager does their best within those limitations

Front 23

heuristics

Back 23

decision rule that quickly eliminate alternates

Front 24

satisficing

Back 24

when managers discover an acceptable alternative they quit looking

Front 25

strategic management

Back 25

top level management function and a time horizon of 3 years or more that integrate or brings together all company activities

Front 26

what are the steps of strategic management process?

Back 26

-analysis and diagnosis
-strategy generation
-strategy evaluation and choice
-strategy implementation
-strategy control

Front 27

policies

Back 27

sweeping general guidelines

Front 28

functional area policies

Back 28

policy translates to functional area

Front 29

procedures

Back 29

execution of a policy

Front 30

official goals

Back 30

stated in a formal company document, vague and general

Front 31

operative goals

Back 31

goals managers pursue, more specific buy many not be announced

Front 32

operational goals

Back 32

specific targets in specific time periods

Front 33

what is an MBO program?

Back 33

participative, goal setting program

Front 34

what are the 3 steps of job design?

Back 34

-job analysis
-job description
-job specifications

Front 35

what are the 5 major dimensions of jobs?

Back 35

-skill variety
-task indentity
-task significance
-autonomy
-feedback
--- SV+TI+TS\3 +a+F=MPS

Front 36

job rotation

Back 36

rotating workers from job to job

Front 37

job enlargement

Back 37

adding more tasks to the same job

Front 38

job enrichment

Back 38

adding tasks and responsibilities

Front 39

name and briefly describe 4 types of departmentation

Back 39

-function- matches small single product or single service company
-product- used by growing firms adding a product
-customer-used by companies that sell to different customers
-geographic area- found in branch banking, franchises.

Front 40

line

Back 40

direct, formal authority

Front 41

staff...

Back 41

right to advise, or give advice

Front 42

functional authority

Back 42

right to direct, but not discipline

Front 43

responsibility

Back 43

obligation to perform

Front 44

according to these authors, what determines organizational structure?

Back 44

max weber: need for efficiency
peter blau: size of the company
The ashton group: size of the company
J.D Thompson: companys technology
Joan Woodward: companys technology
Johannes pennings: companys environment

Front 45

Define in six parts: organization

Back 45

-consists of 2 or more people
-in a social setting
-with division of labor
-hierarchy of authority
-coordination of activities
-common purpose or goal

Front 46

name the 11 major personnel functions

Back 46

HRplanning-recruiting-selection-orientation-new employee training-performance appraisals-compensation management-employee discipline-workplace safety-union management relations- career developement

Front 47

name and define the 3 categories of motivation theories

Back 47

-content- examine factors within individuals which lead to behavior
-operant process- examine factors which increase and decrease behaviors
-cognitive process- examine thought processes that lead to behaviors

Front 48

describe maslows hierarchy of needs. compare it to alderfers ERG theory

Back 48

maslows is a progressive satisfaction model where the needs progress from the most important to be filled up. Alderfers is a simplified version of maslows

Front 49

descrive herzbergs two factor theory

Back 49

-hygiene and satisfiers
-hygiene factors dissatisfy and it is best to keep them nuetral. satisfiers motivate when present. use job enrichment

Front 50

describe skinners operant process model and define the 4 kinds of consequences associated with behaviors

Back 50

2 things increase and 2 things decrease. you should avoid the use of punishment except for extreme cases and concentrate on using positive reinforcement.
+positive reinforcement -- rewards
+negative reinforcement-- get out of a bad or aversion situation.
-punishment- perform a behavior and something bad happens as a consequence
-extinction- perform a behavior and nothing happens

Front 51

describe adams equity theory

Back 51

-when people go to work they trade inputs for outputs
-we all have a tendency to compare ourselves to others at work
-motivational forces is to make things equal with the referent other

Front 52

descrive expectancy theory and name its key authors

Back 52

motivational force= V*I*E
v-valence- anything a person values
-I- instrumentality- how strongly you believe you can successfully complete a task
-E- expectancy- how strongly you believe successful performance will be rewarded.
-victor vroom, porter, and lawler

Front 53

leadership

Back 53

influencing behavior in organizations

Front 54

name 3 categories of leadership studies.

Back 54

-traits and characteristics approaches
-people&production theories
-modern school approaches

Front 55

what 4 types of studies were conducted in connection with great man theory? what 2 assumptions drive the theory?

Back 55

physical characteristics,personal characteristics, mental traits,social skills
-the ability to lead is a universal skill
-all effective leaders must have things in common.

Front 56

theory x. assumptions and conclusions

Back 56

assumptions: people dislike work, people avoid responsibility, most people have very little ambition, people prefer to be directed
conclusions: motivate using money and fear, be production oriented

Front 57

theory y. assumptions and conclusions

Back 57

Assumptions: wanting to work is natural, people seek responsibility, people get satisfaction from a job well done, if you give people a chance they will benefit themselves and the firm
Conclusions: motivation comes from within, be a people oriented boss

Front 58

descrive blake and moutons managerial grid

Back 58

-maps out production and people models on a grid, with those variables being the x and y axis. values are given and extremes are:
-Bad boss: transfer&terminate
-country club boss: training in production
-good leader: role model
-compromiser: assertiveness training

Front 59

name and descrive kerr's substitutes for leadership.

Back 59

-subordinate characteristics- experience, professionalism
-task characteristics- machine-paces work, intrinsically satisfying work
-organizational characteristics- cohesive groups, standardization and formalization

Front 60

descrive Path-Goal theory and name key authors.

Back 60

-House, Mitchell, and Evans
-effective leaders=V*I*E
-very practical theory and easy to apply

Front 61

individual communications model

Back 61

sender>encode>transmission device> decode>receiver>feedback

Front 62

name the 3 categories of barriers to individual communication

Back 62

-individual
-situational
-mechanical

Front 63

describe the ways to improve communication between individuals

Back 63

-be aware of potential barriers
-have empathy for the audience
-pay attention to nonverbal cues
-seek confirmation
-active listening
-seek clarification

Front 64

groups

Back 64

two or more people interacting with a common purpose or goal

Front 65

group cohesiveness

Back 65

goal agreement, conformity, cooperation, control over members

Front 66

describe an effective MIS

Back 66

needs effective people, machinery, and information, informal communication should be used

Front 67

4 steps of control

Back 67

-know the standard
-measure performance
-make the comparison
-make a decision

Front 68

in what functional areas are goals set and controls carried out

Back 68

production
marketing and sales
HRM
accounting and finance

Front 69

what are the 4 main types of ratios

Back 69

-liquidity
-activity
-leverage
-profitability

Front 70

budget

Back 70

annual financial plan

Front 71

what can be done to create an effective budgeting process

Back 71

-have quality staff advice
-eliminate politics
-consider the long term
-use budgets to identify problems

Front 72

a

Back 72

a