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82 Cards in this Set

  • Front
  • Back
__________: The process of deciding the best way to use a organizations resources and goods
Management
_____:This type of management establishes goals, decides actions and organizes resources
Senior Level
_____:This type of management meets goals that senior management sets
Middle Level
_____:This type of management does day-to-day operations so that the organization can run more smoothly.
Supervisory Level
5 Management Tasks
Controlling
Leading
Organizing
Planning
Staffing
3 Management Skills
1. Interpersonal
2. Informational
3. Decisional
_____:This management role is the figurehead,leader and liaison. They establish work environment and maintains contacts.
Interpersonal Management Role
______:This management role is the monitor, disseminator and spokesperson. They collect data, distribute and transmit information.
Informational Management Role
_____:This management role is the entrepreneur, disturbance handler, resource allocator and negotiator. They initiate change, make decisions and deal with individuals.
Decisional Management Role
______:Philosophy of Frederick W. Taylor that sought to increase productivity and make the work easier by scientifically studying work methods and establishing standards.
Scientific Management
________: Developed by Henri Fayol, He identified key responsibilities of a manager- planning, organizing, commanding, coordinating and controlling
Functions of Management
______: The positive behavior change demonstrated by employee when managers pay attention to them.
Hawthorne Effect
___________: Management style developed by Douglas McGregor that says the controlling/ authoritative manager believes that most employees don't like work and will only work at the required level of productivity if they are forced to do so under the threat of punishment
Theory X
________:Management style developed by Douglas McGregor that says the democratic/ participative manager believes that employees can be trusted to meet production targets without being threatened and that they will often seek additional responsibilities because they enjoy the satisfaction of being creative and increasing their own skills
Theory Y
____________: Management style developed by William Ouchi attempts to integrate American and Japanese management practices by combining the American emphasis on individual responsibility with the Japanese emphasis on collective decision making, slow evaluation and promotion and holistic concern for employees.
Theory Z
_______:The act of exchanging information
Communication
______:the science or study of the meanings of words and symbols
Semantics
______: the mental and sensory processes an individual uses in interpreting information received
perception
________: the informal channels of communication within an organization
The Grapevine
______: refers to the system of sending and receiving messages over an electronic communications system
e-mail
____: A global collection of independently operating, but interconnected computers
Internet
____: A private, corporate computer network that uses Internet products and technologies to provide multimedia applications within organizations
Intranet
________: processes that involves three stages: intelligence, design and choice.
Decision process
______: in its narrowest sense, the process of choosing from among various alternatives
decision making
____:process of determining the appropriate responses to actions necessary to alleviate a problem.
Problem solving
_______: includes the following steps. recognize the need for a decision, establish, rank and weigh criteria; gather available information and data; identify possible alternatives; evaluate each alternative with respect to all criteria; and select the best alternatives
Optimizing Approach
_______: Developed by Herbert Simon, assumes people have the time and cognitive ability to process only a limited amount of information on which to base decisions
Principle of Bounded rationality
____: Selecting the alternative whose best possible outcome is the best of all possible outcomes for all alternatives; sometimes called the optimistic of gambling approach to decision making
Maximax aproach

would not take the umbrella because they greatest possibility will it will be sunny and won't rain, so will be dry
_____:Comparing the worst possible outcomes for each alternative and selecting the one that is least undesirable; sometimes called the pessimistic approach to decision making
Maximin approach
______: choosing the alternative with the least variation among its possible outcomes.
Risk averting
_____:presenting a problem to a group and allowing group members to product a large quantity of ideas for its solution; no criticism is allowed initially
Brainstorming
________:William J.J. Gordan technique in that no one but the group leader knows the exact nature of the real problem under consideration. A key word is used to describe a problem area.
Gordon Technique
_____:Technique in which a group is presented with a problem situation and members anonymously write down ideas, then exchange papers with others, who build on ideas and pass them on until all members have participated
brainwriting
________: The essence is to develop strategic plans and to keep them current. It determines the long-run direction and the performance of a company
Strategic Planning
______: A philosophy based on converting organizational objectives into personal objectives. It assumes that establishing personal objectives elicits employee commitment, which leads to improved performance.
Management by Objectives (MBO)
__________: Formulation, proper implementation and continuous evaluation of the plan
Strategic management
__________: Defines the basic purpose of an organization: why the organization exists
Mission
______: An acronym for Strengths, weaknesses, opportunities and threats, business managers evaluate the performance of their department or the entire company using this analysis
SWOT
______:Ability to influence command,or apply force: a measure of a person's potential to get others to do what he or she wants them to do, as well as to avoid being forced by others to do what he or she does not want to do
Power
_____:Legitimate exercise of power; the right to issue directives and expend resources ; related to power, but narrower in scope
Authority
__________:Ability to influence people to willingly follow one's guidance or adhere to one's decisions
Leadership
_______: Ohio State Studies. They developed a questionnaire to determine what a successful leader does, regardless of the type of group being led.
Leader Behavior Description Questionnaire (LBDQ)
___________: These studies conducted interviews and showed that workers want general supervision, like general responsibility and want more time in supervision
Michigan Studies
________: A two-dimensional framework rating a leader on the basis of concern for people and concern for production
Managerial Grid
________:Focuses on the style of leadership that is most effective in particular situations
Contingency approach to leadership
_______: Attempts to define the relationships between a leader's behavior and the subordinates' performance and work activities
path-goal theory of leadership
Leadership types
Situational
Transactional
Transformational
_______: As the level of maturity of followers increases, structure should be reduced while emotional support should first be increased then gradually decreased
Situational leadership theory
________:Takes the approach that leaders engage in bargaining relationship with their followers
Transactional Leadership
__________:Involves cultivating employee acceptance of the group mission
Transformational leadership
______:Set of important understandings (often unstated) that members of the community share
Culture
______:refers to the number of different types of operations performed on the job
Job scope
_____:refers to the freedom of employees to plan and organize their own work, work at their own pace, and move around and communicate as desired
job depth
____:aggregate of the personal contacts and interactions and the associated groupings of people working within the formal organization
informal organization
______:little authority is delegated to lower levels of management

-power comes from a small group of people. High level executives make most decisions and pass them to lower levels
centralized power
_______: A great deal of authority is delegated to lower levels of management

-power is pushed down, more power at different levels
Decentralized power
_____:form of decentralization in which subordinates have authority to make decisions
-managers express confidence

4 elements must be pressent:
1.participation
2.innovation
3.access to information
4.accountability
Empowerment
____:states that authority and responsibility must coincide.

-chain of command, know who to go to who when have an issue
Scalar principle
______:number of subordinates a manager can effectively manage

-too many you lose control, too many you have overcontrol
* 5 is the number
Span of Control
Which of the following is true about centralization/decentralization?
Decentralization relieves executives from time-consuming detail work
The ____________ principle states that managers should concentrate their efforts on matters that deviate significantly from normal and let suboordinates handle routine matters
Exception
Advantage of horizontal divison of labor?
The skills required for selection and training purposes are easier to supply
The optimal type of management according to the managerial gride is _______
Team
A ______ leader engages in an unemotional bargaining relationship with their followers. Management is simply "by the book"
Transactional
The managerial grid rates a leader on the basis of concern for ____- and _______
people and production
the ________ theory of leadership attempts to define relationships between a leader behavior and the subordinates performance and work activities
Path-Goal
_____:The framework that defines the boundaries of the formal organization and within which the organization operates
organizational structure
_______:rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility and a well-developed organizational hierarchy
Mechanistic systems
______:organizational systems have less formal job descriptions, greater emphasis on adaptability, more participation, and less fixed authority
organic systems
_____:The framework that defines the boundaries of the formal organization and within which the organization operates
organizational structure
_______:rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility and a well-developed organizational hierarchy
Mechanistic systems
______:organizational systems have less formal job descriptions, greater emphasis on adaptability, more participation, and less fixed authority
organic systems
g____:practice of subcontracting work functions to outside organizations
outsourcing
_____:grouping jobs into related work units
departmentalization
4 types of departmentalization
1. Geographic
2.Customer
3. Product
4. Hybrid
_____: type of departmentalization – product and service are under a single manager

XZY_ chemical, oil and gas, automotive, aerospace
Product Departmentalization
____: type of departmentalization physically isolated and independent operations
Geographic Departmentalization
:________type of departmentalization division by customers served

example: johnson & johnson- consumer, professional, pharmaceutical and industrial
Customer Departmentalization
________: type of departmentalization uses more than on department
Hybrid Departmentalization
hybrid organization structure which individuals from different functional areas are assigned to work on a specific project or task.
Matrix Structure
_____:temporary network of independent companies linked by technology
Virtual Organization
Which of the following statements is most true about Matrixs?
a. the project manager is assigned the necessary personnel from the functional departments of the parent organization
b. a horizontal organization develops for the project within the parent-vertical line structure
c. when a project is done, the functional personnel return to their departments or begin a new project
d. all of the above
D. All of the Above