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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
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Management
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_____:This type of management establishes goals, decides actions and organizes resources
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Senior Level
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_____:This type of management meets goals that senior management sets
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Middle Level
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_____:This type of management does day-to-day operations so that the organization can run more smoothly.
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Supervisory Level
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5 Management Tasks
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Controlling
Leading Organizing Planning Staffing |
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3 Management Skills
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1. Interpersonal
2. Informational 3. Decisional |
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_____:This management role is the figurehead,leader and liaison. They establish work environment and maintains contacts.
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Interpersonal Management Role
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______:This management role is the monitor, disseminator and spokesperson. They collect data, distribute and transmit information.
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Informational Management Role
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_____:This management role is the entrepreneur, disturbance handler, resource allocator and negotiator. They initiate change, make decisions and deal with individuals.
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Decisional Management Role
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______:Philosophy of Frederick W. Taylor that sought to increase productivity and make the work easier by scientifically studying work methods and establishing standards.
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Scientific Management
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________: Developed by Henri Fayol, He identified key responsibilities of a manager- planning, organizing, commanding, coordinating and controlling
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Functions of Management
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______: The positive behavior change demonstrated by employee when managers pay attention to them.
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Hawthorne Effect
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___________: 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
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Theory X
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________: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
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Theory Y
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____________: 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.
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Theory Z
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_______:The act of exchanging information
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Communication
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______:the science or study of the meanings of words and symbols
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Semantics
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______: the mental and sensory processes an individual uses in interpreting information received
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perception
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________: the informal channels of communication within an organization
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The Grapevine
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______: refers to the system of sending and receiving messages over an electronic communications system
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e-mail
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____: A global collection of independently operating, but interconnected computers
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Internet
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____: A private, corporate computer network that uses Internet products and technologies to provide multimedia applications within organizations
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Intranet
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________: processes that involves three stages: intelligence, design and choice.
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Decision process
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______: in its narrowest sense, the process of choosing from among various alternatives
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decision making
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____:process of determining the appropriate responses to actions necessary to alleviate a problem.
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Problem solving
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_______: 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
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Optimizing Approach
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_______: 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
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Principle of Bounded rationality
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____: 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
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Maximax aproach
would not take the umbrella because they greatest possibility will it will be sunny and won't rain, so will be dry |
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_____:Comparing the worst possible outcomes for each alternative and selecting the one that is least undesirable; sometimes called the pessimistic approach to decision making
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Maximin approach
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______: choosing the alternative with the least variation among its possible outcomes.
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Risk averting
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_____: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
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Brainstorming
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________: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.
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Gordon Technique
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_____: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
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brainwriting
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________: The essence is to develop strategic plans and to keep them current. It determines the long-run direction and the performance of a company
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Strategic Planning
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______: A philosophy based on converting organizational objectives into personal objectives. It assumes that establishing personal objectives elicits employee commitment, which leads to improved performance.
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Management by Objectives (MBO)
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__________: Formulation, proper implementation and continuous evaluation of the plan
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Strategic management
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__________: Defines the basic purpose of an organization: why the organization exists
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Mission
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______: An acronym for Strengths, weaknesses, opportunities and threats, business managers evaluate the performance of their department or the entire company using this analysis
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SWOT
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______: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
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Power
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_____:Legitimate exercise of power; the right to issue directives and expend resources ; related to power, but narrower in scope
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Authority
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__________:Ability to influence people to willingly follow one's guidance or adhere to one's decisions
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Leadership
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_______: Ohio State Studies. They developed a questionnaire to determine what a successful leader does, regardless of the type of group being led.
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Leader Behavior Description Questionnaire (LBDQ)
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___________: These studies conducted interviews and showed that workers want general supervision, like general responsibility and want more time in supervision
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Michigan Studies
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________: A two-dimensional framework rating a leader on the basis of concern for people and concern for production
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Managerial Grid
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________:Focuses on the style of leadership that is most effective in particular situations
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Contingency approach to leadership
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_______: Attempts to define the relationships between a leader's behavior and the subordinates' performance and work activities
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path-goal theory of leadership
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Leadership types
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Situational
Transactional Transformational |
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_______: As the level of maturity of followers increases, structure should be reduced while emotional support should first be increased then gradually decreased
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Situational leadership theory
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________:Takes the approach that leaders engage in bargaining relationship with their followers
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Transactional Leadership
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__________:Involves cultivating employee acceptance of the group mission
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Transformational leadership
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______:Set of important understandings (often unstated) that members of the community share
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Culture
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______:refers to the number of different types of operations performed on the job
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Job scope
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_____: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
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job depth
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____:aggregate of the personal contacts and interactions and the associated groupings of people working within the formal organization
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informal organization
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______: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
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_______: A great deal of authority is delegated to lower levels of management
-power is pushed down, more power at different levels |
Decentralized power
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_____: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
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____:states that authority and responsibility must coincide.
-chain of command, know who to go to who when have an issue |
Scalar principle
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______: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
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Which of the following is true about centralization/decentralization?
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Decentralization relieves executives from time-consuming detail work
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The ____________ principle states that managers should concentrate their efforts on matters that deviate significantly from normal and let suboordinates handle routine matters
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Exception
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Advantage of horizontal divison of labor?
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The skills required for selection and training purposes are easier to supply
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The optimal type of management according to the managerial gride is _______
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Team
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A ______ leader engages in an unemotional bargaining relationship with their followers. Management is simply "by the book"
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Transactional
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The managerial grid rates a leader on the basis of concern for ____- and _______
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people and production
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the ________ theory of leadership attempts to define relationships between a leader behavior and the subordinates performance and work activities
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Path-Goal
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_____:The framework that defines the boundaries of the formal organization and within which the organization operates
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organizational structure
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_______:rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility and a well-developed organizational hierarchy
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Mechanistic systems
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______:organizational systems have less formal job descriptions, greater emphasis on adaptability, more participation, and less fixed authority
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organic systems
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_____:The framework that defines the boundaries of the formal organization and within which the organization operates
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organizational structure
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_______:rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility and a well-developed organizational hierarchy
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Mechanistic systems
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______:organizational systems have less formal job descriptions, greater emphasis on adaptability, more participation, and less fixed authority
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organic systems
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g____:practice of subcontracting work functions to outside organizations
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outsourcing
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_____:grouping jobs into related work units
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departmentalization
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4 types of departmentalization
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1. Geographic
2.Customer 3. Product 4. Hybrid |
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_____: type of departmentalization – product and service are under a single manager
XZY_ chemical, oil and gas, automotive, aerospace |
Product Departmentalization
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____: type of departmentalization physically isolated and independent operations
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Geographic Departmentalization
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:________type of departmentalization division by customers served
example: johnson & johnson- consumer, professional, pharmaceutical and industrial |
Customer Departmentalization
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________: type of departmentalization uses more than on department
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Hybrid Departmentalization
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hybrid organization structure which individuals from different functional areas are assigned to work on a specific project or task.
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Matrix Structure
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_____:temporary network of independent companies linked by technology
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Virtual Organization
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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
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