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20 Cards in this Set
- Front
- Back
4 Management Functions
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1. Planning
2. Leading 3. Controlling 4. Organizing |
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1. Planning
2. Leading |
1. Select goals and ways to attain them
2. Use influence to motivate employees |
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3. Controlling
4. Organizing |
3. Monitor activities
4. Assign responsibility for task accomplishment |
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Management
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the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
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Effectiveness
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the degree to which the organization achieves a stated goal
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Efficiency
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the use of minimal resources-raw materials, money, and people-to produce a desired volume of output.
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Organizational Effectiveness
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providing a product or service that customers value
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Organizational Efficiency
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refers to the amount of resources used to achieve and organizational goal
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Managers get things done through the ____
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organization
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Classical Perspective
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a management perspective that emerged during the nineteenth and early 20th centuries that emphasized a rational, scientific approach and sought to make organizations efficient operating machines.
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3 subfields that came from the Classical Perspective
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Scientific Management
Bureaucratic organizations Administrative principles |
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Scientific Management
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a subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity
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5 Basic Ideas of Scientific Management
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1. Manager should develop standard methods for doing each job
2. select workers with the appropriate abilities 3. train workers in the standard methods 4. support workers and eliminate interruptions 5. provide wage incentives |
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3 Manager Roles
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1. Informational- managing by information
2. interpersonal- managing through people 3. decisional- managing through action |
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Total Quality Management
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a concept that focuses on managing the total organization to deliver quality to customers, four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement
(delivering quality to customers, moved to the forefront in helping U.S. managers deal with global competition.) |
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Managers look at theory X and theory Y to determine how to run their company
Theory X: Theory Y: |
X: dislikes work and will avoid it if possible, most must be coerced/controlled/punished to put forth adequate effort to achieve objectives, prefers to be directed, wishes to avoid responsibility, little ambition, wants security
Theory Y: doesn't inherently dislike work, will exercise self-direction/control and doesn't need punishment, seeks & accepts responsibility, capacity to exercise high degree of imagination/ingenuity/creativity, the average human being are only partially utilized. |
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4 Environments
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1. organizational
2. internal 3. task 4. general |
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Organizational Environment
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all elements existing outside the organization's boundaries that have the potential to affect the organization
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Internal Environment
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the environment that includes the elements within the organization's boundaries
employees, culture. management |
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Task Environment
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the layer of the external environment that directly influences the organization's operations and performance.
customers, competitors, suppliers, labor market |