Management Exam #1

Front 1

Manager

Back 1

Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

Front 2

Skill

Back 2

An ability to translate knowledge into action that results in desired performance

Front 3

Managerial competencies

Back 3

Skills or personal characteristics that contribute to high performance

Front 4

System

Back 4

A collection of interrelated parts that function together to achieve a common purpose

Front 5

Open systems

Back 5

Interact with their environments in the continual process of transforming recourse inputs into product outputs

Front 6

Accountability

Back 6

The requirements of one person to answer to a higher authority and show the results that were achieved for assigned duties

Front 7

Quality of Work Life (QWL)

Back 7

An indicator of overall quality of human experience such as: fair pay, safe working conditions, learning opportunities, protection of rights, room to move up, and organizational pride

Front 8

Efficiency

Back 8

Getting the most output for the least amount of input

Front 9

Effectiveness

Back 9

Completing activities so that organizational goals are attained

Front 10

Interpersonal (manager role)

Back 10

Involving people and duties that are ceremonial and symbolic in nature

Front 11

Informational (manager role)

Back 11

Receiving, collecting, and disseminating info

Front 12

Decisional (manger role)

Back 12

Revolving around making choices

Front 13

Managing system

Back 13

A set of interrelated and interdependent arranged in a manner that produces a unified whole

Front 14

Closed system

Back 14

Not influenced by and do not interact with their environment

Front 15

Open system

Back 15

Dramatically interactive with their environment

Front 16

Contingency perspective

Back 16

Different ways of managing are required in different organizations and different circumstances

Front 17

Management

Back 17

Getting things done by, with and through people. (stresses human element)

Front 18

Planning

Back 18

Determining what needs to be done, by whom and by when, to fulfill one’s assigned responsibility

Front 19

Planning steps (7)

Back 19

Objective, program, schedule, budget, forecast, policy, procedure

Front 20

Organizing

Back 20

The process of determining how resources are allocated and prepared to accomplish an organizational mission. Preparation of the resources necessary to put plans into action

Front 21

Organizing steps (6)

Back 21

Definition of tasks, assignment of personnel, allocation of resources, turn tasks into jobs, distribute authority accordingly, create structure

Front 22

Leading

Back 22

Implementing and carrying out approved plans through subordinates to achieve or exceed objectives

Front 23

Leading steps (6)

Back 23

Staffing, training, supervising, delegating, motivating, coordinating

Front 24

Controlling

Back 24

Measuring progress toward objectives, evaluating what needs to be done, and then taking corrective action to achieve/exceed objectives

Front 25

Controlling steps (6)

Back 25

Measuring, evaluating, correcting, deciding, communicating, improving

Front 26

Division of labor

Back 26

Breakdown of jobs into narrow and repetitive tasks (increased production); Wealth of Nations (Adam Smith)

Front 27

Industrial Revolution

Back 27

Substituted humans for machine power (lg. organizations required formal management now)

Front 28

Human relations

Back 28

Emphasized the understanding of how psychological and social processes interact with the work situation to influence performance

Front 29

Bureaucracy

Back 29

Emphasized a structured, formal network of relationships among specialized positions in an organization

Front 30

Organizational behavior

Back 30

Studies and identifies management activites that promote employee effectiveness through an understanding of the complex nature of individual, group and organizational process (**Hawthorne's study)

Front 31

Organizing steps (6)

Back 31

Definition of tasks, assignment of personnel, allocation of resources, turn tasks into jobs, distribute authority accordingly, create structure

Front 32

Leading

Back 32

Implementing and carrying out approved plans through subordinates to achieve or exceed objectives

Front 33

Leading steps (6)

Back 33

Staffing, training, supervising, delegating, motivating, coordinating

Front 34

Controlling

Back 34

Measuring progress toward objectives, evaluating what needs to be done, and then taking corrective action to achieve/exceed objectives

Front 35

Controlling steps (6)

Back 35

Measuring, evaluating, correcting, deciding, communicating, improving

Front 36

Total Quality Management (TQM) (contemporary theory)

Back 36

Integrative approach to customer satisfaction

Front 37

Learning organization

Back 37

Commitment to openness, new ideas and knowledge generation

Front 38

Reengineering

Back 38

Process of starting all over, rebuilding