Bsns 105

Front 1

Describe w ex, the four primary functions of management.

Back 1

Planning: select goals and ways to attain them

Leading: use influence to motivate

Organising: Assaign responsibility for task accomplishment

Controlling: monitor activities and make corrections

Front 2

Describe w ex, three types of management.

Back 2

Conceptual skills: see the org as a whole and realtionships

human: work w and through people

technical skills: understanding of prodiciency

Front 3

D,w,e, two sources of personal power and three sources of positional power

Back 3

personal: expert power, referent power

positional: legitemate power, rewards, coercive

Front 4

d,w,e, the difference between leadership and management

Back 4

leadership: ability to influence people toward attainment of org goals

management: attainment of goals through use of PLOC

leader: vision, creativity, change

manager: stability, order. problem solving

Front 5

d,w,e four aspects of leadership that leadership theories focus our attention on.

Back 5

Focus on vision and mission

Develop and communicate beliefs

empower others

show the way and do what you say

Front 6

ex the impact of the hawthorne studies on management thinking about employee productivity

Back 6

set of experiments on worker productivity, found emotions were more important. major shift in thinkging about emplouee productivit to include human relationships (HR department)

Front 7

C,C McGregors theory X and Theory Y assumptions about workers

Back 7

Theory X: average human has intense dislike of work and will avoid

theory y: humans learn to accept and seek responsibility

Front 8

d 2 characteristics of the stimuli and 2 characteristics of th eperceiver that can influence what an idividual employer will perceive about a prospectiev emplouee in an interveiw

Back 8

contrast: how they differ from others

familiarity: how they relate to interviewer

needs: what the position needed is

motivations: what motivates employer

Front 9

d,w,e the 3 factors that can influence the attribution an employee may make about a colleague

Back 9

Distincitveness

consensus

consistency

Front 10

d,w,e the differences between intrinsic and extrinisic rewards

Back 10

intrinsic: satidfaction received in the process of performing a action

extrinsic: reward given by another person.

Front 11

d,w,e the differences between Herbergs motivating and hygene factors

Back 11

motivators: acheivement, recognition, responsibility

hygene factor: what dis-satisfies, work conditions, pay, policies

Front 12

d,w,e four causes of stress in the work place

Back 12

Task demands: overwork

physical demands: space

role demands: ambiguty

interpersonal demands: relationships

Front 13

D,w,e 'vertical teams' horizontal team a task force and virtual teams

Back 13

Vertical team: manager + subordinates, functional, multidivisonal

horizontal team: deal with tasks that recur regularly or one off

task force:temporary team to solve a specifivc short term problem

virtual team:: uses computers fo geographically distant people collaborate

Front 14

d the managers role in each of the 5 stages of team development.

Back 14

Forming: facillitate social interchanges

storming: encourage participation and surface differences

norming: helps clarify team norms and values

performing: interact frequently and influence acheivement of team goal.

Front 15

d,w,e the seven elements of the communication process.

Back 15

Encode

message

channel

decode

feedback

sender

reciever

Front 16

d,w,e 2 channels of communication that have high levels of richness and two channels that have a low level of richness.

Back 16

face to face: high level, personal, fast feedback.

telephone: high, personal, fast feedback.

formal reports/ bulletins: low, provides record, premeditated

memo's letters: low, provides record, premeditated

Front 17

d,w,e 5 behaviours of an effective listener

Back 17

listen actively

resist destractions

be responsive

judge content not delivery

listen for ideas

Front 18

d,w,e 5 aspects of body language we use to communicated non-verbally

Back 18

facial expression

voice

mannerisms

posture

dress

Front 19

d,w,e, 4 individual barriers to communication

Back 19

skill

facts and feelings

interpretation

intended meaning

Front 20

d,w,e 5 visible artefacts of an organisations culture

Back 20

symbols: object or event that conveys meaning to others

stories: narrative based on true events, shared by employees

heros: role model, exemplifies character and attributes of strong corp culture

slogans: expresses key corporate value

ceremony: reinforce valued accomplishments

Front 21

d,w,e 4 main industry sector classifications

Back 21

primary

services

manufactoring

government

Front 22

d,w,e 3 main ownership sectors

Back 22

private

public

community

Front 23

d,w,e 3 main motivation secotrs

Back 23

for profit

for benefit

both

Front 24

d,w,e the impact of using an open system s perspective to think about the organisation

Back 24

focus on relationships and external environment

Front 25

d,w,e the 6 dimensions of the organisation's general environment

Back 25

technology - science, technology, knowledge

socio- cultural - demographics

ecomomic- wealth/ poverty

legal- political- regulations/ political

natural- natural reasources

international- opportunities in other countries

Front 26

d,w,e the 4 dimensions of the organisation's task environment

Back 26

customers

competitors

suppliers

labour market

Front 27

d,w,e the two basic straregies an organisation can adopt for dealing with environmental uncertainty

Back 27

adapt: detect and process information, forecasting

influence: advertising, PR, political activity

Front 28

d ethics and explain how eithical behaviour relates to behaviour governed by law and free choice

Back 28

the code of moral principles and values that governs the behaviour of person aor a group with respect to what is right or wrong

Front 29

explain,w,e, utilitarian, individualism, moral- rights, and justice approaches for ethical decision making,

Back 29

utilitatian: greatest good for greatest number based on consequense

individualism: individual best long term interests, free choice

moral rights: best maintains the rights of people affected

justice: standars of equity fairness impartially

Front 30

e,w,e 2 outcomes of sustainable development

Back 30

environmental: resource use, energy use, pollution

social: impact on communities, customers, suppliers, employees

economic: profit and funding adding value for others

Front 31

d entrepreneurship, then identify and explain 4 of the 8 myths of entrepreneurships outlined by angela howell.

Back 31

no boss: clients take place of the boss, hundreds

gambler: taking risks and gambling

less job security : much better chance of maintaining an income

long hours: support staff to have the life style you want

Front 32

d,w,e the key questions associated with the 3 levels of strategy

Back 32

corporate: what business are we in?

business: how do we compete?

functional: how do we support business strategy?

Front 33

d,w,e the concept of care competence

Back 33

a business actibity that an organisation does particularly well in comparison to competitors

Front 34

d,w,e the 3 key roles of management identified buy Henry Mintzberg

Back 34

Informational: through information

interpersonal: through people

decisional: through actions

Front 35

d,w,e the major differences between programmed and non programed decisions

Back 35

programmed: reoccurring, decision rules, future application

non programmed: made in response to a situation that is unique

Front 36

w,e, outline the 6 steps in the managerial decision making process

Back 36

recognition: requirement

analysis: causes

alternatives: development

selection: desired alternative

implementation: chosen alternative

evaluation: feedback

Front 37

e,w,e the difference between certain and uncertain desision making context

Back 37

certain: clear goal, full information, future knownUncertain: clear goal, but sparse information and future uncertain.

maybe see how programmable/non-programmable relates?

Front 38

e,w,e, the differences between strategic goals, tactical goals and opperational goals

Back 38

strategic: senior management (organisation as a whole)

tactical: outcomes for divisions and departments (sub unit level)

opperational: specific and measurable results, precise.

Front 39

d,w,e the difference between a vertical functional and a divisional organisational structure.

Back 39

vertical: similar skills, expertise and resource use.

divisional: similar organisational outputs

Front 40

d,w,e the realtinoship between authority responisbility and delegation

Back 40

authority: legitamate right, org positions, vertical hierarchy

reponsibility: duty, task, activity

delegation: transfer of authority and responsibility

Front 41

d,w,e the HR planning process.

Back 41

projected matching: of individual with expected

job vacancies

begins with broad questions; changes in goals? new opportunities and threats?

further questions; skills, vacancies, fluctuations?

specific questions; what tupes? how many? supporting?

Front 42

d,w,e the three steps in determining the desired characteristics of applicants for a specific job

Back 42

job analysis: gathering and interperting infor essentail duties

job description: specific tasks and responsibles

job specification: knowleged, skills, physical abilities

Front 43

d,w,e the 4 methods of recruitment

Back 43

internal: hiring within the organisation

external: ad's , graduate employment

e-cruiting: online advertisment.

refferals: from past employers

Front 44

d,w,e 4 approaches to selection

Back 44

application form: info about person

curriculum vitae: infor about person

interviews: most common

employment tests: written or computer based, measure attribute

assessment centres: simulated mangenial tasks

Front 45

d,w,e 4 types of questions that are inappropriate or illegal to ask in a n interview context

Back 45

applicants ancestory/ehtnicity

race or colour of skin

if applicant has an physical or mental defects

applicatns religious affiliation

applicants age

Front 46

d,w,e four training methos used in organisations

Back 46

mentoring: guides and supports, general development.

coaching: specific skills, direction, instruction and training

apprenticeship

group meeting: instructor

Front 47

d,w,e the performance appraisal process

Back 47

the process of observing and evaluating an emplouees performance, recording the assessment and providing feedback to the employee, managers evaluate people based on scores.

A= outstanding

B= high/middle performance

c= need of improvement

many companies routinely fire bottom 5-10% to improve performance short term.

Front 48

c,c, the 2 main ways that the amount of compensation an employee receives will be calculated

Back 48

job evaluation: value of job, job context

pay for performance: incontive pay, effort and performance

main purpose to attract, retain and motivate

Front 49

d,w,e three primary and 3 secondary dimensions of diversity

Back 49

primary: gender, age, ethnicity/ lifelong impacts

secondary: education, income, beliefs/ aquired or change

Front 50

e the difference between ethnocentrism , monoculture, ethnorelativeism and pluralism

Back 50

Ethnocentrism: belief that ones own group/subculture is superior

monoculture: only one way to do things

ethnorealtismL groups and subcultures equal

pluralism: several subcultures in the organisation

Front 51

d the three approaches an organisation can take tp develop more inclusive practices

Back 51

changing corporate culture: values and symbols

changing structure and policies: recruitment.

diversity training: awareness

Front 52

d,w,e the 5 aspects fo the general approach scientific management takes for improving labour productivity

Back 52

developed standard method for performing each job selected workers with appropriate abilities each job trained workers in standard method supported workers by planning and eliminating interpitations provided wage incentives to workers for output

Front 53

e,w,e the basic difference between a manufacturing organisation and a service organisation

Back 53

manufacturing: produces physical goods

services: produces non- physical output, require customer involvement.

Front 54

d,w,e, two forms of production inputs

Back 54

transforming resources: transform info, material or people

transformed resources: treated transformed or converted

Front 55

d,w,e the 4 most common facility layouts used for the actual production of a good or service

Back 55

process layout: machines/ tasks grouped together, some function

product layout: sequence of tasks, single prodyct, stages

cellular layout: sequences of production, seporate cells

fixed position layout: person remains in one place, machine moves

Front 56

d why an organisation needs to balance capacity with demand

Back 56

capacity: the dtermination and adjustment of the organisation's ability to produce product and services to match customer demand

Front 57

d,w,e 3 types of organisation al control focus

Back 57

feedforward control anticipates problems

- drug yesting, inspect raw material, hire college grads

concurrent control solves problems as they happen

- adaptive culture, qualing management employee self control

feedback control solves problems after they occur

- analyse sales per employee, inspection, survey

inputs

ongoing processes

outputs

Front 58

d,w,e the 3 types of inventory

Back 58

finished goods inventory: complete not yet sold

work in progress investory: moving through production

raw materials investory- basic inputs

Front 59

d,w,e the concept of a supply chain

Back 59

managing the squence of suppliers and purchasers convering all stages of processing from obtaining raw materials to distributing finished good to final consumers