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41 Cards in this Set
- Front
- Back
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What is management? |
Management is the process of obtaining, deploying and utilizing a variety of essential resources in support of an organization's objective. |
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What are the five keys skills of the management process? |
1. Leading 2. Organizing 3. Planning 4. Staffing 5. Controlling.
Managers direct the work of other rather than perform the work themselves. |
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What is the definition of supervision? |
The study of a firm's behavior in the production, the distribution, and consumption of its material goods and services in an environment of scarce resources and how the solutions affect society. |
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What are the four characteristics of a successful firm? |
1. Planning 2. Organizing 3. Leading 4. Controlling |
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What are the different managerial levels? |
1. Executives 2. Middle managers 3. Supervisors 4. Nonmanagerial employees |
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What is the legal definition of a supervisor, by TAFT HARTLEY ACT OF 1947 |
An individual having the authority to hire, transfer, suspend, layoff, recall, promote, discharge, assign, reward, or discipline employees. |
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What is the legal definition of a supervisor, by FAIR LABOR STANDARDS ACT OF 1938? |
An executive who regularly directs the work of two or more employees, can hire or fire, and who does not spend more than %20 of his (or her) time doing non managerial work. They must be paid a salary and are exempt from overtime pay requirements. |
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What are the classic principles of management? |
Division of work Unity of command Unity of direction Chain of command |
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Division of work |
performance is more efficient when a large job is broken down into specialized jobs. |
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Unity of command |
Each individual should report to only one boss.
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Unity of direction |
There should be a single set of goals that unifies everyone in an organization |
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Chain of command |
The formal channels in an organization that distribute authority from top to bottom |
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What are the 5 stages of transitioning into a supervisory role? |
Taking Hold Immersion Reshaping Consolidation Refinement |
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Input |
Management of resources 1. Facilities and equipment 2. Energy and utilities 4. Materials and supplies 5. Human resources 6. Information 7. Money |
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Outputs |
Attainment of results 1. Quantity 2. Quality 3. Costs 4. Management of human resources |
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How is supervisory performance judged? |
By Management of resources and attainment of results. |
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What are the concerns supervisors must balance? |
Technical concerns Conceptual concerns Interpersonal concerns Task-centered concerns employee-centered concerns |
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What are current supervisory pressures? |
1. Technology, existing and changing 2. legal restrictions 3. organizational policies and procedures 4. pressures for meeting quality, quantity, and cost control goal 5. employee expectations for work-life balance, job control 6. globalization 7. changes in workforce 8. economic uncertainty |
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Workplace bullies |
People who humiliate and abuse others, through their words and actions |
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What are the solutions to workplace bullies? |
1. Confront the behavior and demand it cease 2. work to create a positive culture |
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What are employees expections? |
1. have their skills challanged 2. provide autonomy and flexibility 3. provide balance between work and home pressures 4. offer fair pay for work done |
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What are reasons employee perceptions about work vary? |
1. Past experience 2. assumptions 3. expectations 4. reliability 5. present state of mind |
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What programs enhance employee perceptions of work? |
1Flexible schedule 2. Job sharing 3. telecommuting 4. task based or virtual work |
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Do supervisors perform the same management functions as all other managers? |
True |
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Is the management process always done in order? |
In theory they are performed in order. In practice, it may be adjusted. |
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what is the management process also refered to as? |
management cycle |
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what does the management cycle differenciate? |
the work of managers and nonmanagers |
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What do executives doe? |
in charge of other managers and establish broad strategies, set objectives, plans, and broad policies |
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What do middle managers do? |
in charge of supervisors. plan, initiate, and implement programs intended to carry out objectives established by executives. |
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what are the two levels of supervisors and what do they do? |
First-level supervisors (a bout half the total) have only nonmanagerial employees reporting to them.
Second-level supervisors have other supervisors and nonmanagerial employees reporting to them
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why did the number of middle managers start shrinking in the 1990s? |
1. Desire to cut administrative cost.
2. Increased use of computer-based information systems.
3. Desire to flatten organization hierarchy.
4. Capacity and desire of many employees to take on greater responsibility. |
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Are Supervisors prohibited from joining a union made up of production or clerical workers? |
True But they may join a union of other supervisors |
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What prohibits supervisors from doing the same work as the people they supervise? |
labor union contracts. NOT LAW |
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How do self-managed teams share the responsibilities and roles that supervisors previously performed? |
1. They blur the supervisor--employee disctinctions 2. They increase the role of supervisor as coach to develop skills in employees |
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How do supervisors become managers? |
Thinking and acting like by one by: 1. take a professional disciplined approach to the working environment 2. think in a systematic way 3. approach work positively 4. accept responsibility for improving operations 5.move from following orders to making task assignments, helping others solve problems, and decision making. 6. understand their involvement in complex organizational activities |
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What are the ten management principles? |
1. Division of work 2. give orders but accept responsibility 3. discipline but also offer value 4. unity of command 5. unity of direction 6. place interests second to those of the organization 7. pay and rewards reflect efforts and contribution to the organization 8. chain of command 9. Equity 10. encourage initiative |
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What are the three roles managers and supervisors play? |
1. Technical skills - job know-how and knowledge of the industry and its processes, equipment, and problems 2. Administrative skills - knowledge of the entire organization and how it is coordinated, knowledge of its information and records system, capacity to interact with stakeholders, and ability to plan and control work. 3. interpersonal skills - knowledge of human behavior and the ability to work effectively with peers, superiors and subordinates as individuals and in groups |
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Which of the three roles do supervisors emphasize the most? |
Technical and interpersonal skills |
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What the differences in timeslines managers and executives vs supervisors follow? |
executives and most middle managers plan with a month or year. supervisors deal with day-today or even hour-by-hour problems |
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What are the five stages to help new supervisors transition to management? |
1. Taking hold - establishing credibility/power 2. immersion - learning the department fully 3. reshaping- rebuilding department to your style 4. consolidation-removing problems and perfecting changes 5. refinement-fine-tune operations, consolidating gains, and searching for additional improvements |
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What are three personal characteristics of supervisors? |
1. job-related technical competence 2. career-related skills 3. personal characteristics : integrity, credibility, flexibility |
