Management Essentials: Exam 1

Front 1

Management

Back 1

The planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively

Front 2

Organizations

Back 2

Collections of people who work together and coordinate their actions to achieve a wide variety of goals, or desired future outcomes

Front 3

Effectiveness

Back 3

Measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves these goals

Front 4

Efficiency

Back 4

A measure of how well or how productively resources are used to achieve a goal

Front 5

Job of management

Back 5

Help an organization make the best use of its resources to achieve its goals through planning, organizing, leading, and controlling

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Planning

Back 6

Choose appropriate organizational goals and courese of action to best achieve these goals

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Organizing

Back 7

Establish task and authority relationships that allow people to work together to achieve organization goals

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Leading

Back 8

Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals

Front 9

Controlling

Back 9

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

Front 10

Organizational structure

Back 10

A formal system of task ans reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals

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Henry Mintzberg

Back 11

Identified 10 kinds of specific roles, or sets of job responsibilities, that capture the dynamic nature of managerial work. 3 responsibility roles: decisional, interpersonal, informational

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Department

Back 12

A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs

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First-Line managers

Back 13

(Supervisors) Responsible for the daily supervision of non-managerial employees

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Middle Managers

Back 14

Supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals

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Top Manager

Back 15

Establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers

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Top management team

Back 16

Group composed of the CEO, the COO, the president, and the heads of the most important departments

Front 17

Restructuring

Back 17

Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees

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Outsourcing

Back 18

Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself

Front 19

Empowerment

Back 19

Expansion of employees' knowledge, tasks, and decision making responsibilies

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Self-managed team

Back 20

A group of employees who assume responsibility for organizing, controlling and supervising their own activities and monitoring the quality of the goods and services they provide

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Job specialization

Back 21

Process by which a division of labor that occurs as different workers special in different tasks overtime

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Scientific management

Back 22

Systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency

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Rules

Back 23

Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals

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Standard Operating Procedures

Back 24

(SOPs) Specific sets of written instructions about how to perform a certain aspect of a task

Front 25

Norms

Back 25

Unwritten, informal codes of conduct that prescribe how people should act in a particular situations and are considered important by most members of a group or organization

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Behavioral Management

Back 26

Study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals

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Hawthorne Effect

Back 27

Finding that a manager's behavior or leadership approach can affect workers' level of performance

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Human relations movement

Back 28

A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity

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Informal Organization

Back 29

System of behavioral rules and norms that emerge in a group

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Organizational Behavior

Back 30

Study of factors that have an impact on how individuals and groups respond to and act in organizations

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Theory X

Back 31

-Average employee is lazy, dislikes work, and will try to do as little as possible
-To Ensure that employees work hard, managers should closely supervise employees
-Managers should create strict work rules and implement a well defined system of rewards and punishments to control employees

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Theory Y

Back 32

-Employees are not inherently lazy. Given the chance, employees will do what is good for the organization
-Managers must create a work setting that provides opportunities for workers to exercise initiative and self direction
-Managers should decentralize authority to employees and make sure employees have the resources necessary to achieve organizational goals

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Management Science Theory

Back 33

-Approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources
-4 branches: quantitative management, operations management, total quality management, management information systems

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Organizational environment

Back 34

Set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources

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Open System

Back 35

System that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers
-Input Stage: organization obtains inputs from its environment
-Conversion stage: Organization transforms inputs and adds value to them
-Output Stage: Organization releases outputs to its environment
-Sales of outputs allow organization to obtain new supplies of inputs

Front 36

Synergy

Back 36

Performance gains that result when individuals and departments coordinate their actions

Front 37

Contingency Theory

Back 37

Idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates
"No one best way to organize"

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Mechanistic Structure

Back 38

an organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised

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Organic Strucure

Back 39

Organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected

Front 40

Openness to Experience

Back 40

Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

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Internal locus of control

Back 41

Tendency to locate responsibility for one's fate within one's self

Front 42

External locus on control

Back 42

Tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes

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Self-Esteem

Back 43

Degree to which individuals feel good about themselves and their capabilities

Front 44

Need for Affiliation

Back 44

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

Front 45

Instrumental Values

Back 45

Mode of conduct that an individual seeks to follow

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Job Satisfaction

Back 46

Collection of feelings and beliefs that managers have about their current jobs

Front 47

Organizational Citizenship Behaviors

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Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage (taking work home with you)

Front 48

Organizational Commitment

Back 48

Collection of feelings and beliefs that managers have about their organization as a whole

Front 49

Emotional Intelligence

Back 49

Ability to understand and manage one's own moods and emotions and the moods and emotions of other people

Front 50

Organizational Culture

Back 50

Shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals

Front 51

Attraction-selection-attrition (ASA) framework

Back 51

Model that explains how personality may influence organizational culture

Front 52

Factors that maintain and transmit organizational culture

Back 52

1. Values of the founder
2. Socialization
3. Ceremonies and Rites
4. Stories and Language

Front 53

Organizational Socialization

Back 53

Process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

Front 54

Rite of Enhancement

Back 54

Motivate commitment to norms and values
Ex: presentation of annual award (employee of the month)