Principles Of Management Clep--Ic Part 1

Front 1

Management

Back 1

a process taking place in an organization, and consists of a number of interrelated functions which must be accomplished for the organization to be effective.

Front 2

The management process consists of five functions

Back 2

planning
organizing
staffing
directing
controlling

POSDC-piss off some dumb chick

Front 3

planning function

Back 3

defining goals and a purpose for the organization, planning alternative courses of action, and basically preparing for the future

by setting goals, planning for various contingencies, etc.

Front 4

organizing function

Back 4

dividing up the work, grouping resources, establishing a structure of authority, and coming up with ways to coordinate the parts.

resources are grouped, work is allocated, and a structure for coordinating the work and human resources is defined

Front 5

staffing function

Back 5

involves selecting, placing, utilizing, and taking care of employees.

also known as personnel management and human resources management.

Front 6

directing function

Back 6

involves guiding and influencing the employees to seek organizational objectives.

also known as leading, involves getting the employees to work towards the organization's goals.

Front 7

controlling function

Back 7

involves assuring the organizational and managerial objectives are accomplished.

considered the opposite of the planning function. In the control function, we measure and observe how well the plans are working.

Front 8

levels of management

Back 8

determined by managerial skill

High: typically have more conceptual skills, which are involved in planning and directing a large portion of the company.

Front-line managers: (supervisors) typically have the most technical knowledge of managers, and supervise non-management employees.

Front 9

three skills involved in managerial work

Back 9

technical
interpersonal
conceptual

Front 10

Manager Roles

Back 10

interpersonal roles, informational roles, and decisional roles

Front 11

information roles

Back 11

being a monitor, disseminator, and a spokesperson

Front 12

Interpersonal roles

Back 12

being a figurehead, leader, and liaison.

Front 13

Decisional roles

Back 13

entrepreneur, a disturbance handler, a resource-allocator, and negotiator.

Front 14

Frank Gilbreth

Back 14

known for his belief in finding the "one best way" of doing a job.

one of the pioneers of Scientific Management.

believed in determining the best, most efficient, fastest, and easiest way to do any job.

Front 15

multi-national corporation

Back 15

operates in more than one country

has a parent company, and component companies which operate in different countries

Front 16

global company

Back 16

one which specializes in one product which is sold all over the world.

example: Coca-Cola.

Front 17

corporation

Back 17

given by law the ability to act as a single person by entering into contracts, collecting debts, etc

has its own rights, privileges, and liabilities which are distinct from those of its members.

Front 18

legitimacy

Back 18

an organization only exists as long as society considers the organization acceptable or useful

To maintain legitimacy, a company often makes it a priority to show social responsibility and a sense of ethics

Front 19

ethics

Back 19

an idea of what is right and fair.

Organizations which act with a sense of ethics are usually the most respected organizations

Front 20

chain of command

Back 20

that orders, information, etc. does not go straight from the top executive to the front line worker--it goes down through consecutively lower managers until the worker's supervisor relays the order or information.

Front 21

stakeholder

Back 21

anyone who can affect an organization, or can be affected by it.

can be a stockholder, an employee, or even the customers or the community in which the organization exists.

Front 22

contingency approach

Back 22

involves coming up with a management approach or combination of approaches which best fits the situation.

based on the idea that there is no single approach to management which is suitable for every possible situation

Front 23

Scientific Management

Back 23

finding the most efficient way to do a job through scientific analysis.

different from many of the other approaches in that it focuses
primarily on the physical work instead of higher-level management

focused on the bottom of the organization

Front 24

Scientific Management people

Back 24

initially associated with Frederick Taylor, then later Henry Gantt and Frank Gilbreth.

Front 25

Scientific Managment Principles

Back 25

1. Scientific Study
2. Selecting workers
3. Train workers
4. Dividing the work

SSTD (scientific STD)

Front 26

Fredrick Taylor's Scientific Management

Back 26

focused on the bottom of the organization

Front 27

Administrative Management/ Classical Management

Back 27

Henri Fayol
focused on the top of the organization

Front 28

Expectancy Theory

Back 28

states that a person's motivation is based on three factors--how likely he believes his effort will lead to the desired performance, if he believes his effort will lead to a greater reward, and how much value he places in this reward.

defines motivation as equal to the product of Expectancy, Instrumentality, and Valence--Motivation Forces = Expectancy x Instrumentality x Valence.

the worker has to believe he can achieve the goals, expect that achieving the goals will give him a reward, and value that reward.

Front 29

Henri Fayol

Back 29

"father of modern management,"

fourteen principles of management

Front 30

Henry Mintzberg identified five types of organization

Back 30

machine bureaucracy
divisionalized form
professional bureaucracy
simple structure
adhocracy.

MDPSA:
mom does pizza sat afternoon

believed that different types of organization were needed to address the demands of different environments.

Front 31

form of organization

Back 31

most appropriate for the performance of complex and uncertain tasks in a rapidly changing environment

adhocracy form is analogous to an organic organization. Team members may be geographically separated and coordinate team efforts via the internet and conference calls. Adhocracies are frequently referred to as virtual teams. Industries which prefer this type of organization include R&D (research and development), the movie industry and advertising.

Front 32

Organizational environments according to Mintzberg

Back 32

1) either simple or complex (degree of complexity)

2) either stable or dynamic (pace of change).

For example, a hospital has a relatively stable environment and its tasks are complicated.

Front 33

human relations approach

Back 33

workers should be treated as human beings, not as mere factors of production.

Front 34

behavioral approach

Back 34

revolves around human relations, emphasizes treatment of employees over output or performance.

Hawthorne Studies

Front 35

Human Relations Movement

Back 35

began with Elton Mayo and Fritz Roethlisberger's work in the Hawthorne Studies.

Front 36

Hawthorne Effect

Back 36

was defined during the Hawthorne Studies, when worker performance improved no matter what factors the researchers changed in the experiment, simply because the workers knew they were being studied.

Front 37

Hawthorne Studies

Back 37

concluded that employee performance depended not only on Scientific Management type changes, but psychological and social factors.

as a result of the Hawthorne Studies that employee performance also depended on psychological and social factors--such as morale of employees, whether they felt appreciated, supervisor-employee relations, etc.

Front 38

Traditional authority

Back 38

occurs when a leader's authority comes not necessarily from his qualifications, but from the fact that people are used to or supposed to follow him

Example: king

Front 39

three types of authority identified by Max Weber

Back 39

traditional, charismatic, and rational-legal authority.

Front 40

Charismatic authority

Back 40

occurs when the leader's authority comes from an ability to charm people, or earn their respect or admiration.

based largely on the leader's personality

example: politians

Front 41

Rational-legal authority

Back 41

leaders are chosen based on experience and qualifications, and make up a hierarchy of authority

Front 42

bureaucracy theory
(Marx Weber)

Back 42

described an impersonal organization based entirely on rules, written records, and formal procedures. A bureaucracy is a type of organization which is commonly seen in many government departments.

Front 43

systems approach

Back 43

management looks at organizations in terms of its parts, and how they interact with each other and the environment.

Front 44

open system

Back 44

which interacts with its environment

Front 45

closed system

Back 45

completely separated from the rest of the world.

Front 46

systems approach

Back 46

believe organizations are open systems--the organization really includes not only the employees, but the customers, suppliers, and everyone else who affect or are affected by the organization.

a system of inputs, transformations, and outputs

Front 47

Chester Barnard

Back 47

saw organizations as open systems--they are in interaction with the environment, and are affected by the organization.

Front 48

Mary Parker Follett

Back 48

advocated a collaborative approach to problem solving that emphasized compromise in the workplace.

Front 49

contingency approach

Back 49

management involves using one or a combination of the main theories of management depending on the situation.

The contingency approach chooses from the Scientific Management, Administrative, Human Relations, Bureaucracy, and Systems approaches.

Front 50

Frank and Lillian Gilbreth

Back 50

believed in Scientific Management and in there being only one best way to do any job. Frank and Lillian Gilbreth believed in finding the one best way to do any job. They were later described in a book and movie called Cheaper By the Dozen.