Mgmt 371 - Chs 1,2,3,5,6

Front 1

I. Who are managers?

Back 1

1) Managers coordinate work and oversee others to reach organizational goals

Front 2

Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished

Back 2

Managers

Front 3

involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Back 3

Management

Front 4

A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

Back 4

Organization

Front 5

What has these common characteristics?

Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

Back 5

Organizations

Front 6

What do managers do?

Back 6

1. Plan
2. Organize
3. Lead
4. Control

Front 7

defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities

Back 7

Planning

Front 8

Arranging and structuring work to accomplish organizational goals

Back 8

Organizing

Front 9

Working with and through people to accomplish goals

Back 9

Leading

Front 10

Monitoring, comparing and correcting work

Back 10

Controlling

Front 11

Management is mainly concerned with what two things?

Back 11

Efficiency and Effectiveness

Front 12

doing things right, getting the most output for the least inputs

Back 12

efficiency

Front 13

doing the right things, attaining organizational goals

Back 13

effectiveness

Front 14

7 types of controls

Back 14

Preliminary/Feedforward
Concurrent/Steering
Postaction/Feedback
Financial controls
Balanced scorecard
Information controls
Benchmarking

Front 15

control the prevents anticipated problems before actual occurrences of the problem

a. preliminary feedforward
b. concurrent steering
c. information control
d. none of the above

Back 15

a. Preliminary/feedforward

Front 16

control that takes place while the monitored activity is in progress

a. benchmarking
b. concurrent steering
c. postaction feedback
d. none of the above

Back 16

b. concurrent steering

Front 17

control that takes place after an activity is done

a. Balanced scorecard
b. concurrent steering
c. postaction feedback
d. none of the above

Back 17

c. postaction feedback

Front 18

Balance sheeets
Ratio analysis
Budget analysis

types of what control?

Back 18

Financial control

Front 19

liquidity, leverage, activity profitability

Back 19

ratio analysis

Front 20

quantitative standards, deviations

Back 20

budget analysis

Front 21

Roles of a manager

Back 21

Interpersonal
Informational
Decisional

Front 22

figurehead, leader, liaison

Back 22

interpersonal roles of a manager

Front 23

monitor, disseminator, spokesperson

Back 23

Informational roles of a manager

Front 24

entrepreneur, disturbance handler, resource allocator, negotiator

Back 24

decisional roles

Front 25

Skills managers need

Back 25

Technical skills
Human skills
Conceptual skills

Front 26

knowledge and proficiency in a specific field

Back 26

technical skills

Front 27

the ability to work well with other people

Back 27

human skills

Front 28

the ability to think and conceptualize about abstract and complex situations concerning the organization

Back 28

conceptual skills

Front 29

who needs conceptual skills?

a. top managers
b. middle managers
c. technical skills

Back 29

a. top managers

Front 30

who needs human skills?

a. top managers
b. middle managers
c. technical skills

Back 30

b. middle managers

Front 31

who needs technical skills?

a. top managers
b. middle managers
c. technical skills

Back 31

c. technical skills

Front 32

Doing things differently, exploring new territory, and taking risks

Back 32

innovation

Front 33

the reason that organizations exist

Back 33

customers

Front 34

Mintzberg's roles

Back 34

figurehead
leader
liaison
monitor
disseminator
spokesperson
entrepreneur
disturbance handler
resource allocation
negotiator

Front 35

4 major approaches to management

Back 35

classical
quantitative
behavioral
contemporary

Front 36

this management approach emphasized rationality and efficiency

Back 36

classical

Front 37

this management approach emphasized quantitative techniques to improve decision-making

Back 37

quantitative

Front 38

this management approach focused on an organization's people

Back 38

behavioral

Front 39

this management approach looks at the relationship between the organization and the external environment

Back 39

contemporary

Front 40

the father of scientific management

Back 40

Fredrick Taylor

Front 41

using scientific methods to define the one best way for a job to be done
-putting right person with right tools
having standardized method of doing job
providing economic incentive to the worker

Back 41

Taylor's scientific management

Front 42

Gilbreth's contribution

Back 42

tried to increase productivity by limiting wasted motion

Front 43

Fayol's principle

Back 43

practice of management was distinct from other organizational functions, developed principles of management that applied to all organizational situations

Front 44

Weber's bureaucracy

Back 44

theory of authority based on an ideal type of organization, emphasized rationality, predictability, impersonality, technical competence, and authoritarianism

Front 45

14 principles of management, including:

discipline
authority
unity of command
equity
order
centralization

Back 45

Fayol's 14 principles of management

Front 46

operations research or management science, also called?

Back 46

quantitative approach

Front 47

evolved from mathematical and statistical methods developed in WWII military logistics

Back 47

quantitative approach

Front 48

focuses on improving managerial decision making by applying statistics, information models, optimization models, computer simulations

Back 48

quantitative approach (operations research or management science)

Front 49

TQM

Back 49

total quality management

Front 50

intense focus on customer
concern for continual improvement
process-focused
improvement in quality of everything
empowerment of employees

Back 50

TQM - total quality management, pioneered by Deming

Front 51

Deming

Back 51

TCM

Front 52

bureaucracy - introduced by who?

Back 52

Weber

Front 53

series of productivity experiments conducted from 1924 to 1932

findings:
productivity increased under adverse working conditions
incentive plans worked less than expected

- social norms, group standards, attitudes more strongly influence output and behavior than monetary incentives

Back 53

Hawthorne studies

Front 54

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

Back 54

systems

Front 55

type of system not influenced by and do not interact with their environment (all system input and output is internal).

Back 55

closed system

Front 56

type of system that dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.

Back 56

open system

Front 57

these are conclusions of what approach?

coordination between org parts is essential for proper function or org

actions taken in one area will affect other areas of org

orgs are not self-contained, must adapt to external environnment

Back 57

systems approach

Front 58

situational approach

Back 58

contingency approach

Front 59

no one universally applicable set of management principles

orgs are different, face diff situations, and thus require diff ways of managing

Back 59

contingency or situational approach

Front 60

contingency variables examples

Back 60

org size
environmental uncertainty
individual differences
routineness of task

Front 61

individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations

Back 61

individual differences

Front 62

Much of an organization’s success or failure is due to external forces outside of managers’ control.
The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers

Back 62

Symbolic view of management

Front 63

Managers are directly responsible for an organization’s success or failure.

Back 63

Omnipotent view of management

Front 64

A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.
“The way we do things around here.”
Values, symbols, rituals, myths, and practices

Back 64

Organizational Culture

Front 65

Benefits of strong culture

Back 65

Creates a stronger employee commitment to the organization.
Aids in the recruitment and socialization of new employees.
Fosters higher organizational performance by instilling and promoting employee initiative.

Front 66

Cultural constraints on managers

Back 66

Whatever managerial actions the organization recognizes as proper or improper on its behalf
Whatever organizational activities the organization values and encourages
The overall strength or weakness of the organizational culture
Simple rule for getting ahead in an organization:
Find out what the organization rewards and act accordingly.