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39 Cards in this Set
- Front
- Back
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What are 3 categories that management skills can be placed into? |
conceptual human technical |
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What should managers do vs. micromanage? |
empower team |
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when do people's weaknesses become most apparent? |
under conditions of rapid change, uncertainty, or crisis |
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Tony Hayward? |
BP oil skill. geologist. exec |
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who are an organizations stakeholders? |
employees customers investors community |
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what are the 2 top reasons that managers usually fail? |
poor communication skills poor interpersonal skills |
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should managers multi task? |
no, one thing at a time for effectiveness |
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what is a manager's most valuable resource? |
time |
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def. a set of expectations for a manager's behavior |
Role |
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What are the 3 roles that managers have? |
Interpersonal Decisional Informational |
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Manager Roles, Interpersonal (3) |
-Figurehead: ceremonia, symbolic duties -Leader: direct and motivate, train counsel -Liason: maintain informational links inside and outside (email, phone, meetings) |
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Manager Roles, Decisional (4) |
Entrepreneur: initiate improvement projects, identify new ideas, delegate idea responsibility
Disturbance handler: Take action during conflict or crisis, resolve disputes
resource Allocator: Decide who gets what
negociator: represent team or depts interests
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Manager Roles, Informational (3) |
Monitor: seek and receive info, scan web, newspapers, magazines, maintain personal contacts
Disseminator: forward info to other organization members; send memos and reports, make phone calls
Spokesperson: info to outsid, speaches, reports |
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What category of managerial roles is Figurehead Leader Liason |
Interpersonal |
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What category of managerial roles is Entreprenuer Disturbance Handler Resource Allocator Negotiator |
Decisional |
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What category of managerial roles is monitor disseminator spokesperson |
Informational |
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what are the 2 most important managerial roles in a small business? |
Spokesperson Entrepreneur |
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How are managerial goals in a non-profit different? |
They direct efforts toward generating some kind of social impact rather than toward making money |
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What is hard for managers to measure in a non-profit? |
effectiveness. because there's no bottom line |
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instead of being a controller, a manager needs to be an ____ |
enabler |
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What is the order of management perspectives over time? (8) |
Classical (1880) Humanistic (1930) Management science (1940) Systems thinking (1950) Contingency View (1965) Total Quality Management (1975) Technology driven workplace (1980) Open (collaborative leadership) (2000) |
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During what period was the salaried Manager born? |
Classical perspective |
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What are the 3 subfields of the Classical Perspective? |
Scientific management Bureaucratic Organizations Administrative principles |
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What E word is most important in Scientific Management |
Effectiveness |
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def. type of management that emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity |
Scientific Management |
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Who proposed that workers could be retooled like machines, their physical and mental gears recalibrated for better productivity. and invented scientific Management? -had incentive system |
Frederick Winslow Taylor |
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Who -developed the Gantt Chart -Scientific management Classical persepctive |
Henry Gantt |
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Who: -pioneered time and motion study -stressed efficiency -known for early work in bricklayers -reducing surgeyr time (lots of lives saved) - |
Frank B and Lillian M. Gilbreth |
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How did Henry ford utilize Fredrick Taylors ideas? |
the ford assembly lines -replaced workers with machines -(car rolled off assembly line every 10 seconds) |
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What kind of managerial method includes: devloping standard methods for each job select workers w/ appropriate abilities train workers in the standard methods support workers eliminate inturruptions provide wage incentives |
Scientific management |
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What are some criticisms of scientific management |
don't appreciate the social context of work and higher needs of workers
don't acknowledge variance among individuals
tended to regard workers as uninformed and ignored their ideas or suggestions |
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Where did the Bureaucratic organizations approach develop? |
Europe |
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Who is the father of the Bureaucratic organizations approach method? |
Max Weber (German theorist( |
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def. -based on rational authority -continuity related to a formal structure -employee selection and advancement based on competence and tech qualifications -relies on rules and written records (for continuity) and impersonal -rules applied uniformally -Hierarchy organization
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Weber's Bureaucracy |
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What type of managerial system relies on Hierarchy? (Classical) |
Bureaucratic organizations approach |
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How does a manager give orders in a Bureaucratic approach? |
based on legal power and not on personality |
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What distinct definitions are needed in a bureaucratic approach? |
clear division of labor, distinct definitions of authority and responsibilty |
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what kind of managerial technique? Management separate from the ownership of organization |
bureaucratic |
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What type of organization? -Managers subject to rules and procedures that will ensure reliable predictable behavior |
Bureaucratic |
