Media Management Test

Front 1

List the steps it takes to make a decision. (AKA The Decision Process)

Back 1

1) Define the problem.
2) Specify the goals of the decision.
3) Develop alternative solutions.
4) Selecting a solution.
5) Implementing the solution.
6) Monitoring the solution.

Front 2

What is a manager's role in "allocations" and "scarce resources" of a company?

Back 2

A manager has to decide where to "allocate" or distribute his/her money among alternatives. A manager who has "scarce resources" has never had all of the resources he or she would like. If resources were not scarce, decision making would not be central to management.

Front 3

What is the difference between a mission and a vision?

Back 3

Mission is often an action or group of individuals that are formed with the intent of action. Vision however, in at least one sense, is a conceptual thing similar to the ideal of a real thing.

Front 4

What is the difference between goals and objectives?

Back 4

Goals – are long-term aims that you want to accomplish.
Objectives – are concrete attainments that can be achieved by following a certain number of steps. Objectives are very concrete, whereas goals are less structured.

Front 5

What is a programmed decision process?

Back 5

A programmed decision sets up a rule stating that an action will take place once a certain condition has been reached. These tend to be highly structured with established goals and channels of information.

Front 6

What is a NON programmed decision?

Back 6

A non-programmed decision is one that cannot be made by referring to a rule. These tend to have poor structure, vague goals, and ambiguous information.

Front 7

Explain the application of cost-benefit analysis in decision making.

Back 7

The cost-benefit analysis is an attempt to estimate the costs and benefits that would result from alternative actions. The traditional approach to cost-benefit analysis is to place a monetary value on all costs and benefits and compare the resulting differences.

Front 8

Explain information evaluation accuracy and its application in decision making.

Back 8

Accuracy of information concerns whether the depiction of human behavior in numbers or words is a valid representation for that behavior. Managers need to determine whether the accuracy of information is sufficient enough to make effective decisions.

Front 9

What are the characteristics of leadership traits?

Back 9

Intelligence, ambition, self-confidence, expertise, charisma, creativity, perseverance, flexibility, commitment, integrity, the ability to inspire and motivate others, and the ability to envision what the future ought to be.

Front 10

What are the leadership demands and responsibilities?

Back 10

Successful leadership demands that leaders transform their visions into realities.

Front 11

Explain theories X, Y, and Z.

Back 11

Theory X - Top-down, authoritarian style in which supervisors command and subordinates obey.

Theory Y - The "humanistic" leadership. Theory Y leaders strive to create harmony between the organization's and employees' goals.

Theory Z - A combo of X and Y. Organizations tend to be hierarchically structured, with the opportunity and expectation that employees at the bottom will be consulted by senior management on issues within their expertise. In return, workers take personal responsibility for the quality of the product and success of the organization. Theory Z requires a high level of trust, loyalty, and mutual respect across all levels of the company.

Front 12

Explain the Contingency Theory of Leadership.

Back 12

The Contingency Theory of Leadership holds that leadership effectiveness rests on choosing the leader who style is appropriate to the situation.

Front 13

Explain the Path-Goal Theory.

Back 13

The Path-Goal theory holds that a leader's primary job is to motivate followers and predict the followers' behavior depending on whether or not the followers think their work will help them achieve their goals.

Front 14

Explain the Situational Leadership Theory.

Back 14

The Situational Leadership Theory - a different style of leadership depending on the situation. An authoritarian approach would work best when the followers don't have skills OR motivation. Consultative or inspirational would better apply to followers that have skills but lack motivation. Coaching would help a highly motivated intern that lacks experience... etc...

Front 15

Explain conflict management.

Back 15

Conflict management requires negotiating skills. Skilled negotiators focus on win-win solutions that allow all parties to save face and gain something. Leaving each side's interests at least somewhat satisfied and leaving relationships undamaged.

Front 16

List the different leadership styles.

Back 16

1) Authoritarian
2) Expert
3) Consensus Building
4) Coaching
5) Hands Off

Front 17

What is centralization and how can it affect an organization's structure?

Back 17

Centralization refers to the number of people in the organization who control power. Highly centralized organizations tend to be more authoritarian-style. Decentralized usually means a more participative approach.

Front 18

What is "Span of Control" and how does it affect an organization's structure?

Back 18

Span of Control refers to the number of people and projects mangers supervise. The wider the span of control, the more difficult it is to keep track of individuals and details.

Front 19

Explain "Division of Labor" and how it may affect an organization's structure.

Back 19

Division of Labor measures how specialized staff members' roles are in the production process. As divisions of labor blur, so do unity of command and centralization, while managers' spans of control increase.

Front 20

What is Abraham Maslow's hierarchy of needs and individual motivation?

Back 20

1) Physiological (food, thirst, sleep, health)
2) Safety (shelter, security)
3) Social (acceptance, belonging, group membership, love)
4) Esteem (recognition, prestige, success)
5) Self-Actualization (self-fulfillment of potential)

Front 21

What is the difference between classical and operant conditioning in behavior modification?

Back 21

Classical conditioning tries to generate involuntary, reflexive, or semi-instinctual actions through unconditioned stimuli. With operant conditioning, reinforced behavior is repeated voluntarily and behavior not reinforced is less likely to be repeated.

Front 22

Explain technology adoption and innovation.

Back 22

Managers focus on the adoption process and its effects. When an organization decides to adopt a technology or innovation, several steps precede and follow the decision.

Front 23

What is convergence in technology management?

Back 23

The tendency for different technological systems to evolve towards performing similar tasks.

Front 24

What is strategic planning?

Back 24

Strategic planning is the long-term process by which an organization pursues its mission and tries to reach its goals.

Front 25

What are the components of a marketing plan?

Back 25

The components of a marketing plan are:
1) Product - What is sold or given to a consumer in exchange for time or money.
2) Place - Place is related to price.
3) Price - Affects demand and determines how much revenue the firm takes in.
4) Promotion - Persuading people to use the product.

Front 26

List the 8 steps you take to form a strategic plan.

Back 26

1) Examine the business environment and past performance.
2) Evaluate available resources.
3) Identify, select, prioritize, and operationalize planning goals.
4) Identify alternative approaches for obtaining goals.
5) Select from among the alternative approaches.
6) Implement the plan.
7) Monitor implementation.
8) Evaluate the plan's progress and adjust it.

Front 27

What are the components of successful leadership?

Back 27

Succeeding in today's uncertain industry conditions will require strong leadership traits, exceptional leadership skills, and the ability to manage change, foster creativity, and lead ethically.

Front 28

What are the decision process steps?

Back 28

1) Classify the problem.
2) Define the problem.
3) Specify what the decision must do.
4) Seek the right decision.
5) Build in the action to carry out the decision.
6) Use feedback to test the decision's effectiveness.

Front 29

What is proactive decision making?

Back 29

Proactive decisions occur in anticipation of external changes.

Front 30

What is reactive decision making?

Back 30

Reactive decisions happen as a result of external changes.