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38 Cards in this Set

  • Front
  • Back


figuring out what ought to be done and
doing whatever it takes, ethically, to get it
done correctly

5 management process functions

planning, organizing, staffing, directing and

planning function

defines purpose or mission, est. goals, forecasts future environments, opportunities, challenges, threats

organizing function

dividing work, grouping resources, est. structure of authority/responsibility, devising means for coordination of parts

staffing function

aka personnel mgmt or human resources mgmt; putting real people into organization structure

directing (leading) function

guiding and influencing people to seek organizational objectives

controlling function

making sure things are being done in a way that we want; the reverse of planning (measure/observe how much performance is deviating from plans)

3 levels of mgmt

top (upper) - president, chief executive; middle - district manger, base commander; first-line (lower-level, front-line, supervisory) - foreman, head nurse

3 skills involved in mgmt

technical, interpersonal, conceptual

10 roles involved in mgmt

interpersonal (figurehead, leader, liaison), informational (monitor, desseminator, spokesperson), decisional (entrepreneur, distrubance handler, resource-allocator, negotiator)

global company

sells a single product all over the world

direct investment

e.g. building a hotel in another country

portfolio investment

e.g. buying stock in companies from other countries


fiction, acts as human being

sense of ethics

ideas of what is right and equitable and fair

contingency approach

not just one way of managing for every situation - find the best approach for a particular situation

Scientific Management

oldest approach; Frederick Winslow Taylor

first principle of Scientific Mgmt

scientific study of work - use systematic procedures, gather info, est. method of performance

second principle of Scientific Mgmt

select workers systematically and scientifically

third principle of Scientific Mgmt

training workers in methods developed by Sci. Mgmt, providing incentives, giving leadership support

fourth principle of Scientific Mgmt

work to be divided b/w mgmt and workers

Classical (administrative) Mgmt

Frenchman Henri Fayol "father of modern mgmt", first to distinguish the functions of mgmt, developed 14 principles of mgmt

Human relations (behavioral) perspective

Hawthorne studies

bureaucracy theory

Max Weber

bureaucracy theory - 3 kinds of authority

traditional (the way it's always been done); charismatic (leader has magnetism); rational-legal (based on expertise, training, experience)

systems approach (theory)

see an organization in terms of its parts (sub-systems)

closed systems

one you can analyze as though it is in a black box w/ impenetrable boundaries

open systems

org. includes not just employees but also customers, suppliers, etc.

Chester Barnard

saw organization as open system

Henri Fayol

Classical Approach, Functions of Mgmt, 14 Principles of Mgmt, "Father of Modern Mgmt"

Henry L. Gantt

Scientific Mgmt, Gantt Charts for Scheduling

Frank and Lilian Gilbreth

Scientific Mgmt, "One Best Way", Science of Bricklaying

Elton Mayo

Hawthorne Studies, Human Relations Mvt, Behavioral Approach

Henry Mintzberg

Mangerial Roles - Interpersonal, Informational, Decisional

Fritz Roethlisberger

Hawthorne Studies, Behavioral Approach, Human Relations

Frederick W. Taylor

"Father of Scientific Mgmt"

Theory X and Theory Y

Douglas McGregor; traditional mgmt (X) views man as lazy, w/o initiative, etc. vs. (Y) - motivation is internal, desire to work like desire to play, etc.

role conflict

conflicting expectations of job behavior held