Management Test 1

Front 1

Behavioral Management Theory

Back 1

the study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed

Front 2

Mary Parker Follett

Back 2

"mother of management", argued that workers should be in control of work process itself and managers should behave as facilitators, thought that power should go to whoever had the most knowledge

Front 3

Hawthorne studies

Back 3

began to see how characteristics of the work setting (lighting) affected workers; found that nothing really changed

Front 4

Hawthorne effect

Back 4

workers attitudes towards their managers affect their levels of performance

Front 5

human relations movement

Back 5

advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity

Front 6

informal organization

Back 6

the system of behavioral rules and norms that emerge in a group

Front 7

organizational behavior

Back 7

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

Front 8

Theory X

Back 8

average worker is lazy, dislikes work, and will try to do as little as possible

Front 9

Theory Y

Back 9

workers are not inherently lazy, do not naturally dislike work, and if given the opportunity, will do what's good for the organization

Front 10

management science theory

Back 10

contemporary approach to management that focuses on the use of rigorous quantitative techniques to help manager's make maxiumum use of organizational resources to produce goods and services

Front 11

Quantitative management

Back 11

uses mathematical techniques to help managers make decisions

Front 12

operations management

Back 12

gives managers a set of techniques they can use to analyze any aspect of an organization's production system to increase efficiency

Front 13

Total quality management

Back 13

focuses of analyzing an organization's input, conversion, and output activities to increase product quality

Front 14

management information systemss

Back 14

gives managers information about events ocurring inside the org as well as its external environment, info that is vital for decision making

Front 15

job specialization

Back 15

the process by which a division of labor occurs as different workers specialize in tasks

Front 16

planning

Back 16

process managers use to identify and select appropriate goals and courses of action for an organization

Front 17

strategy

Back 17

cluster of related managerial decisions and actions to help an organization attain one of its goals

Front 18

mission statement

Back 18

first step of planning, broad declaration of an organization's overriding purpose, what it is seeking to achieve, what is unique or important about its products or employees, distinguishes from competitors

Front 19

low cost strategy

Back 19

managers try to gain a competitive advantage by focusing the energy of all of the organization's departments or functions on driving the company's costs down below the costs of industry rivals

Front 20

differentiation strategy

Back 20

managers try to gain a competitive advantage by focusing all the energies of the organization's departments or functions on distinguishing the organization's products from those of competitiors

Front 21

diversification

Back 21

expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services

Front 22

joint venture

Back 22

a strategic alliance among two or more companies to jointly establish and share the ownership of a new business

Front 23

wholly owned foreign subsidiary

Back 23

invest in est production operations in a foreign country independent of any direct local involvement

Front 24

management

Back 24

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

Front 25

planning

Back 25

identify and select appropriate organizational goals and courses of action

Front 26

organizing

Back 26

structuring working relationships so organizational members interact and cooperate to achieve organizational goals

Front 27

leading

Back 27

managers articulate a clear organizational vision for the organization's members to accomplish

Front 28

controlling

Back 28

evaluate how well an org has achieved its goals and take any corrective actions needed to maintain or improve performance

Front 29

tasks of management

Back 29

planning organizing leading controlling

Front 30

core competency

Back 30

the specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors

Front 31

job design

Back 31

the process by which managers decide how to divide into specific jobs the tasks that have to be performed to provide customers with goods and services

Front 32

job simplification

Back 32

reducing the number of tasks that each worker performs

Front 33

matrix structure

Back 33

managers group people and resources both by function and by product

Front 34

product team structure

Back 34

1) does away with dual reporting

2) functional employees are permanently assigned to a cross-functional team that's empowered to bring a redesigned product to market

Front 35

cross-functional team

Back 35

group of managers brought together from different departments to perform organizational tasks

Front 36

span of control

Back 36

number of employees who report directly to a manager

Front 37

line manager

Back 37

someone in direct line or chain of command who has formal authority over people and resources

Front 38

staff manager

Back 38

responsible for specialist functions

Front 39

where does organizational culture come from?

Back 39

characteristics of organizational members

organizational ethics

organizational strucutre

the employment relationship

Front 40

organizational ethics

Back 40

the morals, values, and beliefs and rules that est the appropriate way for an org and its members to deal with each other and people outside the org

Front 41

task interdependence

Back 41

the degree to which the work performed by one member of a group influences the work performed by other members

Front 42

5 stages of group development

Back 42

forming

storming

norming

performing

adjourning

Front 43

why conform?

Back 43

1) obtain rewards avoid punishment

2) imitate group members they like and admire

3) internalized the norm and believe its correct

Front 44

four ways that teams contribute to effectiveness

Back 44

enhance performance

increase responsiveness to customers

increase innovation

increase motivation and satisfaction