Modern Management - Quiz 1

Front 1

Functions of Management

Back 1

1) Planning

2) Organizing

3) Influencing

4) Controlling

Front 2

Organizational Resources

Back 2

Human, Monetary, Raw Materials, Capital

Front 3

Managerial Effectiveness

Back 3

Refers to management's use of organizational resources in meeting organizational goals.

Front 4

Managerial Efficiency

Back 4

Proportion of total organizational resources that contribute to productivity during the manufacturing stage. The higher this proportion, the more efficient the manager is.

Front 5

Classic View of Management Skills

Back 5

Robert Katz:

1) Technical Skills (Lower & Middle Mgmt)

2) Human Skills (Middle & Top Mgmt)

3) Conceptual Skills (Middle & Top Mgmt)

Front 6

Contemporary View of Management Skills

Back 6

1) Task-related activities

2) People-related activities

3) Change-related activities: modifying org. components to promote innovation

Front 7

Career Stages

Back 7

1) Exploration Stage

2) Establishment Stage

3) Maintenance Stage

4) Decline Stage

Front 8

Exploration Stage

Back 8

First stage of career evolution - occurs at the beginning of a career and is characterized by self-analysis and the exploration of different types of available jobs.

Front 9

Establishment Stage

Back 9

Second stage of career evolution - start become more productive and higher performers; move to different jobs within the same company.

Front 10

Maintenance Stage

Back 10

Third stage of career evolution - show either increased performance (career growth), stabilized performance (career maintenance), or decreased performance (career stagnation).

Front 11

Career Plateauing

Back 11

During maintenance stage, period of little or no apparent progress in a career.

Front 12

Decline Stage

Back 12

Last stage in career evolution - productivity declines; close to retirement.

Front 13

Special Career Issues

Back 13

1) Women Managers

2) Dual Career Couples

Front 14

Good Corporate Citizen

Back 14

Committed to building an organization's local community and environment as a vital part of managing.

Front 15

Social Responsibility

Back 15

Managerial obligation to take action that protects and improves both the welfare of society as a whole and interests of the organization.

Front 16

Milton Friedman

Back 16

Economist who argued against social responsibility of an organization.

Front 17

Social Audit

Back 17

Process of measuring the present social responsibility activities of an organization to assess its performance in this area (monitoring, measuring and appraising).

Front 18

Philanthropy

Back 18

Promotes the welfare of others through generous monetary donations to social causes. Increases well-being of people.

Front 19

Sustainability

Back 19

The degree to which a person or entity can meet its present needs without compromising the ability of other people or entities to meet their needs in the future.

Front 20

Triple Bottom-Line

Back 20

Economy, environment and society

Front 21

Ethics

Back 21

Capacity to reflect on values in the corporate decision-making process, to determine how these values and decision affect various stakeholder groups, and to establish how mgrs can use this on day-to-day management.

Front 22

Utilitarian Standard

Back 22

Ethical if it provides the most good for or does the least hard to the greatest number of people.

Front 23

Rights Standard

Back 23

Ethical if it respects and promotes the rights of others.

Front 24

Virtue Standard

Back 24

Ethical if it reflects high moral values.

Front 25

Diversity

Back 25

Characteristics of individuals that shape their identities and the experiences they have in society.

Front 26

Majority vs. Minority Group

Back 26

Majority = decision-making power (not always larger in number)

Minority = lack power, resources, acceptance and social status

Front 27

Reverse Mentoring

Back 27

Pairs senior with junior employee to learn skills like The Internet.

Front 28

Ethnocentrism

Back 28

Belief that one's own group, culture, country or customs are superior to those of others.

Front 29

Prejudice

Back 29

Preconceived judgement.

Front 30

Stereotype

Back 30

Assessment of members of a group or their perceived attributes.

Front 31

Tokenism

Back 31

Being one of the few members of your group in the organization.

Front 32

Bicultural Stress

Back 32

Coping with memberships in two cultures simultaneously.

Front 33

Role Conflict

Back 33

Bicultural Stress - having to fill competing roles because of membership in two cultures.

Front 34

Role Overload

Back 34

Bicultural Stress - having too many expectations to comfortably fulfill.

Front 35

Hudson Institute Strategies

Back 35

6 major issues demand attention:

1) Stimulate balanced world growth.

2) Accelerate service industries

3) Aging workforce

4) Women, work & families

5) Integrate African Americans & Hispanics

6) Education & skills of all workers

Front 36

Pluralism

Back 36

Environment in which differences are acknowledged, accepted, and seen as significant contributors the the entirety.

Front 37

"Golden Rule" Approach

Back 37

"Do unto others..."

Flaw - Apply from our own perspective without knowing someone elses.

Front 38

Assimilation Approach

Back 38

Shaping members to fit in with the existing culture.

Flaw - pressures for conformity, rather than diversity.

Front 39

"Righting-the-Wrongs" Approach

Back 39

Addresses past injustices (affirmative action)

Front 40

Culture-Specific Approach

Back 40

Teaches employees the norms and practices of another culture to prepare them to interact with people from that culture effectively.

Front 41

Multicultural Approach

Back 41

Gives employees the opportunity to develop an appreciating both for differences of a culture and or variations in personal characteristics.

Front 42

Managerial efficient is the proportion of total organization resources that contribute to productivity during the manufacturing process. The _____ the proportion, the more _______ the manager.

Back 42

Higher; efficient

Front 43

Which managerial function is primarily focused on motivating, leading, directing, or actuating activities?

Back 43

Influencing

Front 44

_______ resources refer to the machines used during the manufacturing process.

Back 44

Capital

Front 45

Which error do managers make during the organizing stage of management?

Back 45

Establishing inappropriate spans of management.

Front 46

According to Robert Katz, human skills are required for________?

Back 46

working with individuals and group interests.

Front 47

________ is the management function through which managers compare present performance to pre-established performance standards?

Back 47

Controlling

Front 48

First-line managers tend to have strong ______ skills since they work with operational employees on a daily basis.

Back 48

Technical

Front 49

Measuring the present socially responsible activities of an org to assess performance in those areas is known as a/an ________.

Back 49

Social Audit

Front 50

Which of the following guidelines indicates that in order to be ethical, corporate behavior must respect the dignity of human nature?

Back 50

The Rights Standard

Front 51

The three sustainability gauges for org development - economy, environment and society - considered collectively are commonly referred to as the _______.

Back 51

Triple Bottom-Line

Front 52

Having too many expectations to comfortably fulfill is termed as _______.

Back 52

Role Overload

Front 53

Sarbanes-Oxley

Back 53

Prevents deception by publicly owned companies - maintaining generally accepted accounting practices, evaluating executive compensation, monitoring fundamental business strategies, understand and mitigating major risks and ensuring a company structure and processes that enhance integrity to reputation.

Front 54

According to Donaldson and Scannell, in which stage do managers learn how to interact with diverse groups and cultures by deliberately thinking about how to behave?

Back 54

Conscious Competence

Front 55

The culture-specific approach _________.

Back 55

Teaches employees the norms and practices of another culture to prepare them to interact with people from that culture effectively.