Management

Front 1

Efficiency

Back 1

How productively recourses are used to achieve goal

Front 2

Effectiveness

Back 2

The degree in which the organization achieves the goals and the appropriateness of the goals

Front 3

Functions of management

Back 3

1. Individuals learn through personal experience

Front 4

Functions of management

Back 4

2. Economic benefit

3. Help make good decisions

Front 5

Controlling

Back 5

Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals

Front 6

Planning

Back 6

Choose appropriate organizational goals of the courses of action to best achieve those goals

Front 7

Leading

Back 7

Motivate corded night and energize individuals and groups to work together to achieve organizational goals

Front 8

Organizing

Back 8

Astablish task and authority relationships that allow people to work together to achieve organizational goals

Front 9

Decisional role

Back 9

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Front 10

Interpersonal

Back 10

Figurehead

Leader

Laison

Front 11

Interpersonal

Back 11

Figurehead

Leader

Laison

Front 12

Informational role

Back 12

Monitor

Disseminator

Spokesperson

Front 13

First line managers

Back 13

Lowest: responsible for the daily supervision of the nonmanagerial employees

Front 14

First line managers

Back 14

Lowest: responsible for the daily supervision of the nonmanagerial employees

Front 15

Middle managers

Back 15

Supervises first-line managers

Responsible for finding the best way to use resources to achieve organizational goals

Front 16

First line managers

Back 16

Lowest: responsible for the daily supervision of the nonmanagerial employees

Front 17

Middle managers

Back 17

Supervises first-line managers

Responsible for finding the best way to use resources to achieve organizational goals

Front 18

Top managers

Back 18

Responsible for the performance of all departments

-decide how different department should interact

-CEO

Front 19

First line managers

Back 19

Lowest: responsible for the daily supervision of the nonmanagerial employees

Front 20

Middle managers

Back 20

Supervises first-line managers

Responsible for finding the best way to use resources to achieve organizational goals

Front 21

Top managers

Back 21

Responsible for the performance of all departments

-decide how different department should interact

-CEO

Front 22

Building blocks of competitive advantage

Back 22

Increasing efficiency

-reduce the quantity of resources used to produce goods or services

Front 23

First line managers

Back 23

Lowest: responsible for the daily supervision of the nonmanagerial employees

Front 24

Middle managers

Back 24

Supervises first-line managers

Responsible for finding the best way to use resources to achieve organizational goals

Front 25

Top managers

Back 25

Responsible for the performance of all departments

-decide how different department should interact

-CEO

Front 26

Building blocks of competitive advantage

Back 26

Increasing efficiency

-reduce the quantity of resources used to produce goods or services

Front 27

Building blocks of competitive advantage

Back 27

Increase quality

- improve the skills and abilities of the workforce

Front 28

Competitive advantage

Back 28

Innervation

- process of creating new or improved goods and services that customers want

Front 29

Competitive advantage

Back 29

Innervation

- process of creating new or improved goods and services that customers want

Front 30

Competitive advantage

Back 30

Responsiveness to customers

Front 31

Principles of management 1.

Back 31

Study the way workers perform their task gather all the informal job knowledge that workers process an experiment with way of improving how tasks are performed

Front 32

Principles of management 1.

Back 32

Study the way workers perform their task gather all the informal job knowledge that workers process an experiment with way of improving how tasks are performed

Front 33

2.

Back 33

Codify the new methods of performing task into written rules and standard operating procedure's

Front 34

Principles of management 1.

Back 34

Study the way workers perform their task gather all the informal job knowledge that workers process an experiment with way of improving how tasks are performed

Front 35

2.

Back 35

Codify the new methods of performing task into written rules and standard operating procedure's

Front 36

3.

Back 36

Carefully select workers who process skills and abilities that match the needs of the task

Front 37

Principles of management 1.

Back 37

Study the way workers perform their task gather all the informal job knowledge that workers process an experiment with way of improving how tasks are performed

Front 38

2.

Back 38

Codify the new methods of performing task into written rules and standard operating procedure's

Front 39

3.

Back 39

Carefully select workers who process skills and abilities that match the needs of the task

Front 40

4.

Back 40

Develop a pay system that provides a reward for performance above the acceptable level

Front 41

Bureaucracy principle 1

Back 41

A managers formal authority derives from the position he holds in the organization

Front 42

Bureaucracy principle 1

Back 42

A managers formal authority derives from the position he holds in the organization

Front 43

Buracraucy 2

Back 43

Individuals occupy positions because of their performance

Front 44

Bureaucracy principle 1

Back 44

A managers formal authority derives from the position he holds in the organization

Front 45

Buracraucy 2

Back 45

Individuals occupy positions because of their performance

Front 46

Bureaucracy 3

Back 46

Each individual's authority and responsibilities or specified by the organization

Front 47

Bureaucracy 4

Back 47

Authority is exercise efectively when positions or arranged hierarchically

Front 48

Bureaucracy 5

Back 48

Roles of the organization are followed and control individual behavior

Front 49

Back 49

Front 50

Back 50

Front 51

The Hawthorne studies

Back 51

Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased

Front 52

Theory x

Back 52

Negative assumptions about workers that leads to the conclusion managers task is to supervise workers closely and control their behaviors

Front 53

Theory x

Back 53

Negative assumptions about workers that leads to the conclusion managers task is to supervise workers closely and control their behaviors

Front 54

Theory y

Back 54

Positive assumptions that leads managers to create a work setting that encourages commitment to organizational goals

Front 55

Back 55

Classical model of decision making

Front 56

Steps in dm 1

Back 56

Recognize the need for a decision

Front 57

Steps in dm 1

Back 57

Recognize the need for a decision

Front 58

Steps in dm 2

Back 58

Generate alternatives

Front 59

Steps in dm 1

Back 59

Recognize the need for a decision

Front 60

Steps in dm 2

Back 60

Generate alternatives

Front 61

Steps in dm 3

Back 61

Access alternatives

Front 62

Steps in dm 4-6

Back 62

-Choose among alternatives

-Implement the chosen alternative

-learn from feedback

Front 63

Prior hypothesis bias

Back 63

A cognitive bias resulting from the tendency to base decisions when strong prior believes even if evidence shows that those beliefs or wrong

Front 64

Representativeness

Back 64

A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode

Front 65

Illusion of control

Back 65

The tendency to overestimate one's own ability to control activities and events

Front 66

Illusion of control

Back 66

The tendency to overestimate one's own ability to control activities and events

Front 67

Escalating commitment

Back 67

A source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing