Management Concepts

Front 1

what is an organisation?

Back 1

A deliberate arrangement of people to accomplish some specific purpose

Front 2

Who are managers?

Back 2

Those who plan, coordinate and and oversee the work of other people so that organisation goals can be accomplished

Front 3

What are the 3 management levels?

Back 3

Frontline managers (supervisors)
Middle managers
Top managers

Front 4

Describe the function of top managers

Back 4

Responsible for making organisation wide decisions and establishing the goals and plans that affect the entire organisation

Front 5

What is management?

Back 5

Involves planning, coordinating and overseeing work activities of others so that their activities are completed efficiently and effectively

Front 6

What is efficiency?

Back 6

Doing things right, or getting the most output from the least amount of inputs

Front 7

What is effectiveness?

Back 7

Doing the right things - work activites that will help the organisation reach its goals.

Front 8

What are Fayols functions of management?

Back 8

Planning, Organising, Leading, Controlling

Front 9

Describe planning

Back 9

Defining goals, establish strategies for achieving said goals, develop plans to integrate and coordinate activities

Front 10

Describe organising

Back 10

Arranging and structuring work to accomplish the organisations goals

Front 11

Describe leading

Back 11

Working with and through people to accomplish organisational goals

Front 12

Describe controlling

Back 12

Monitoring actual performance, comparing actual to standard, and taking action if necessary.

Front 13

What are the roles of management as described by Mintzberg?

Back 13

Interpersonal, Informational and decisional.

Front 14

Describe the interpersonal management role

Back 14

Roles that involve people and other duties that are ceremonial and symbolic in nature (figurehead)

Front 15

Describe the informational management role

Back 15

Recieving, collecting and disseminating (spreading) information. Monitor, disseminator, spokesperson

Front 16

Describe the decisional management role

Back 16

Making decisions. Entrepeneur, disturbance handler, resource allocator, negotiator

Front 17

What are the skills of managers as described by Katz?

Back 17

Technical, human and conceptual skills.

Front 18

What are technical skills?

Back 18

Knowledge of and proficiency in a certain specialised field

Front 19

What are human skills?

Back 19

The ability to work well with other people individually and in a group

Front 20

What are conceptual skills?

Back 20

The ability to think and to concepualise about abstract and complex situations.

Front 21

What approach represents the most useful way of conceptualising a managers job?

Back 21

Fayol's functions appraoch. However skills will continue to be an important way of describing what a manager does.

Front 22

What issues affect the universality of a managers job?

Back 22

Organisational level, organisational type, organisational size, cross national transferability

Front 23

What changes have had an impact on managers jobs?

Back 23

Increasing importance of customers, Innovation and sustainability

Front 24

Describe the Rational Funcion theory of managment

Back 24

Unitary, managers control everything. Rational and economic (maximising productivity) emphasis

Front 25

Who was the 'father' of scientific management?

Back 25

Winslow Taylor

Front 26

What is scientific management?

Back 26

Using scientific methods to define the one best way for a job to be done.

Front 27

What is involved in the 'one best way'

Back 27

Putting the right person on the job with correct equipment. Having a standard measure. Providing economic incentive.

Front 28

What were taylor's 4 principles of scientific management?

Back 28

1. Management collection of info about work methods. 2. Scientific selection and training of worker. 3. Cooperation to ensure science of work unites with workers. 4. Division of work.

Front 29

What was the Gilbreth's contribution to scientfic management?

Back 29

Analysing jobs, improving efficiency, acknowledging the principle of 'one best way'

Front 30

What did scientific management emphasise?

Back 30

Speed and cost of production, availability of an un unskilled workforce

Front 31

What did scientific management encourage?

Back 31

Standardised quality, product, procedures and non decisional workforce.

Front 32

How is scientific management use today?

Back 32

Time and motion studies < productivity. Hiring best qualified employees. Incentive systems based on output.

Front 33

Describe General Admin Theories

Back 33

A style of management with a focus on managing the total organisation (what managers do, what's good management)

Front 34

What was Max Weber's conribution to Gen Admin Theory?

Back 34

Developed theory of authority, structure and relations. ideal type of organisation emphasising rationality, predictability impersonality, competence and authoritarianism.

Front 35

What are the contributions of classical theories to Management?

Back 35

Established foundation, identified important processes functions and skills, focused attention as a valid subject of scientific inquiry.

Front 36

What are the limitations of classical theory?

Back 36

More appropriate for stable and simple organisations. 'universal procecdures'. overlooked social needs.

Front 37

The quantativie appraoch

Back 37

includes application of stats, info models and computer simulations. Contributes to management decision making

Front 38

Social reality

Back 38

Pluralist persepctive. Social realted to behvior. Focus on work life, achieving highest potential of people. Realtes to organisation and environment (globalisation, diversity etc)

Front 39

Hawthorne Study

Back 39

(lighting) Social norms, group standards and attitudes more strongly influcene individual output and work behaviour than do monetary incentives.

Front 40

Human Relations movement

Back 40

Maslow: 5 needs theory
Mcgregory: theory x and theory y

Front 41

Behavioral science theorists

Back 41

Scientific method used for the study of organisation behavior

Front 42

The systems approach

Back 42

Set of interrelated and interdependent aprts arranged ina manner that produces a unified whole.

Front 43

What are the basic types of systems?

Back 43

Open and closed

Front 44

What is an open system?

Back 44

Dynamic interaction with environments by takng/transforming inputs into outpus and distributing to their environments.

Front 45

What is a closed system?

Back 45

not influenced by nor interact with their environment (input and output is internal)

Front 46

What are the implications of the systems approach?

Back 46

Coordinating the parts is essential for proper functioning of the entire organisation. actions in one area will affect other areas. Organisations are not self contained

Front 47

What is the contingency approach?

Back 47

No universal applicable set of management rules.

Front 48

Current management trends and issues

Back 48

Globalisation, ethics, diversity, entrepreneurship, e business, knowledge mangaement, learning organisations, quality mangaement, sustainability

Front 49

What is sustainability?

Back 49

Challenges organisations to meet the needs of the present without compromising the ability of future generations to meet their own needs.