Clep Principles Of Management (Set 1 Of 3)

Front 1

management

Back 1

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

Front 2

5 management process functions

Back 2

planning, organizing, staffing, directing and
controlling

Front 3

planning function

Back 3

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

Front 4

organizing function

Back 4

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

Front 5

staffing function

Back 5

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

Front 6

directing (leading) function

Back 6

guiding and influencing people to seek organizational objectives

Front 7

controlling function

Back 7

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)

Front 8

3 levels of mgmt

Back 8

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

Front 9

3 skills involved in mgmt

Back 9

technical, interpersonal, conceptual

Front 10

10 roles involved in mgmt

Back 10

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

Front 11

global company

Back 11

sells a single product all over the world

Front 12

direct investment

Back 12

e.g. building a hotel in another country

Front 13

portfolio investment

Back 13

e.g. buying stock in companies from other countries

Front 14

corporation

Back 14

fiction, acts as human being

Front 15

sense of ethics

Back 15

ideas of what is right and equitable and fair

Front 16

contingency approach 

Back 16

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

Front 17

Scientific Management

Back 17

oldest approach; Frederick Winslow Taylor

Front 18

first principle of Scientific Mgmt

Back 18

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

Front 19

second principle of Scientific Mgmt

Back 19

select workers systematically and scientifically

Front 20

third principle of Scientific Mgmt

Back 20

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

Front 21

fourth principle of Scientific Mgmt

Back 21

work to be divided b/w mgmt and workers

Front 22

Classical (administrative) Mgmt

Back 22

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

Front 23

Human relations (behavioral) perspective

Back 23

Hawthorne studies

Front 24

bureaucracy theory

Back 24

Max Weber

Front 25

bureaucracy theory - 3 kinds of authority

Back 25

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

Front 26

systems approach (theory)

Back 26

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

Front 27

closed systems 

Back 27

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

Front 28

open systems

Back 28

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

Front 29

Chester Barnard

Back 29

saw organization as open system

Front 30

Henri Fayol

Back 30

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

Front 31

Henry L. Gantt 

Back 31

Scientific Mgmt, Gantt Charts for Scheduling

Front 32

Frank and Lilian Gilbreth 

Back 32

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

Front 33

Elton Mayo

Back 33

Hawthorne Studies, Human Relations Mvt, Behavioral Approach

Front 34

Henry Mintzberg 

Back 34

Mangerial Roles - Interpersonal, Informational, Decisional

Front 35

Fritz Roethlisberger

Back 35

Hawthorne Studies, Behavioral Approach, Human Relations

Front 36

Frederick W. Taylor

Back 36

"Father of Scientific Mgmt"

Front 37

Theory X and Theory Y

Back 37

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.

Front 38

role conflict

Back 38

conflicting expectations of job behavior held