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20 Cards in this Set

  • Front
  • Back
4 Management Functions
1. Planning
2. Leading
3. Controlling
4. Organizing
1. Planning

2. Leading
1. Select goals and ways to attain them

2. Use influence to motivate employees
3. Controlling

4. Organizing
3. Monitor activities

4. Assign responsibility for task accomplishment
Management
the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
Effectiveness
the degree to which the organization achieves a stated goal
Efficiency
the use of minimal resources-raw materials, money, and people-to produce a desired volume of output.
Organizational Effectiveness
providing a product or service that customers value
Organizational Efficiency
refers to the amount of resources used to achieve and organizational goal
Managers get things done through the ____
organization
Classical Perspective
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.
3 subfields that came from the Classical Perspective
Scientific Management
Bureaucratic organizations
Administrative principles
Scientific Management
a subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity
5 Basic Ideas of Scientific Management
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
3 Manager Roles
1. Informational- managing by information
2. interpersonal- managing through people
3. decisional- managing through action
Total Quality Management
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.)
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. 
4 Environments
1. organizational
2. internal
3. task
4. general
Organizational Environment
all elements existing outside the organization's boundaries that have the potential to affect the organization
Internal Environment
the environment that includes the elements within the organization's boundaries

employees, culture. management
Task Environment
the layer of the external environment that directly influences the organization's operations and performance.

customers, competitors, suppliers, labor market