Mgmt 391 Test 1

Front 1

Organization

Back 1

A group of people working together in a structured and coordinated fashion to achieve a set of goals

Front 2

Human resources

Back 2

Managerial talent and labor

Front 3

Financial resources

Back 3

Capital investments to support ongoing and long-term operations

Front 4

Physical resources

Back 4

Raw materials; office and production facilities, and equiptment

Front 5

Management

Back 5

a set of activities: planning and decision making, organizing, leading, and controlling

Front 6

Efficiently

Back 6

Using resources wisely and in a cost-effective way

Front 7

effectively

Back 7

making the right decisions and successfully implementing them

Front 8

Manager

Back 8

someone whose primary responsibility is to carry out the management process

Front 9

4 phases of the Management Process

Back 9

Planning & Decision Making, Organizing, Leading, and Controlling

Front 10

Plan

Back 10

Determining goals and a course of action

Front 11

Organize

Back 11

coordinating activities and resources

Front 12

Leading

Back 12

motivating and managing people

Front 13

Controlling

Back 13

Monitoring and evaluating activities

Front 14

3 levels of management

Back 14

Top managers, Middle managers, First-line managers

Front 15

Top Managers

Back 15

a small group of executives who manage the overall organization. They create organization's goals, overall strategy, and operating policies

Front 16

Middle Managers

Back 16

Are primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers

Front 17

First-Line Managers

Back 17

Supervise and coordinate the activities of operating employees

Front 18

Kinds of Managers by Area

Back 18

Marketing Managers, Financial Managers, Operations Managers, Human Resources Managers, Administrative Managers, Specialist Managers

Front 19

Marketing Managers

Back 19

Work in areas related to getting consumers and clients to buy the organization's products or services

Front 20

Financial Managers

Back 20

Deal primarily with an organization's financial resources- accounting, cash management, and investments

Front 21

Human Resources Managers

Back 21

are involved in human resource activities

Front 22

Administrative Managers

Back 22

are generally familiar with all functional areas of management and are not associated with any particular management specialty

Front 23

Specialized Managers

Back 23

hold specialized managerial positions (e.g., public relations managers) directly related to the needs of an organization

Front 24

Roles of Management

Back 24

Interpersonal Roles, Informational Roles, Managerial Roles, Decisional Roles

Front 25

Interpersonal ROles

Back 25

Figurehead, leader, and liasiion roles involve dealing with other people

Front 26

Informational Roles

Back 26

Monitor, disseminator, and spokesperson roles involve the processing of information

Front 27

Decisional Roles

Back 27

Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to decision making

Front 28

Fundamental Management Skills

Back 28

Technical, Interpersonal, Diagnostic, Decision Making, Time Management, Communication, Conceptual

Front 29

Techinal

Back 29

can accomplish or understand the specific kind of work being done in an organization

Front 30

Interpersonal

Back 30

can communicate with, understand, and motivate both individuals in a group

Front 31

Conceptual

Back 31

can think in the abstract

Front 32

Diagonastic

Back 32

Can visualize the appropriate response to a situation

Front 33

Communication

Back 33

can convey ideas and information effectively to others and to receive the same effectively from others

Front 34

Decision-Making

Back 34

can recognize and define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunities

Front 35

Time-Management

Back 35

can prioritize work, to work efficiently, and to delegate appropriately

Front 36

Ch 2. Slide 5.

Back 36

Management in Antique

Front 37

Ch 2. Slide 12.

Back 37

Gantt's Chart

Front 38

Classical Management Perspectives

Back 38

Scientific Management and Administrative Management

Front 39

Scientific Management

Back 39

Concerned with improving the performance of individual workers (i.e., efficiency)

Front 40

Administrative Management

Back 40

A theory that focuses on managing the total organization

Front 41

Frederick Taylor

Back 41

- S (1850-1910)

- Father of Scientific Management

- eliminated "soldering (beating the system)

- results were higher product quality and quantity

Front 42

The Gilbreth's

Back 42

- S (1870-1950)

- reduced the number of movements in brick laying resulting in 200% output

Front 43

Henry Gant

Back 43

- S (1860-1920)

- was an early associate of Fredrick Taylor

- created the Gantt Chart to improve working efficiency through planning and scheduling

Front 44

Harrington Emerson

Back 44

- (1840-1930)

- Advocated job specialization in both managerial and operating jobs

Front 45

Henri Fayol

Back 45

- A (1840-1925)

- wrote "General and Industrial Management

- Helped to systematize the practices of management

- first to identify the 4 specific management functions

Front 46

Lyndall Urwick

Back 46

- A (1890-1980)

- focused on synthesizing and integrating the work of other classical management theorists

Front 47

Max Weber

Back 47

- A (1860-1920)

- His theory of bureaucracy posits a rational set of guidelines for structuring organizations

Front 48

Chester Barnard

Back 48

- A (1890-1960)

- Wrote "The Functions of the Executive"

- Propsed a theory of the acceptance for authority (by subordinates) as the source of power and influence for managers

Front 49

Behavioral Management

Back 49

- Emphasized individual attitudes and behaviors, and group processes

- Recognized the importance of behavioral processes in the workplace

Front 50

Hugo Münsterberg

Back 50

- (1860-1920)

- A German psychologist, considered the father of industrial psychology

- wrote "Psychology and Industrial Efficiency"

- a book that included the practice of applying psychological concepts to industrial settings

Front 51

The Hawthorne Studies

Back 51

- Conducted by Mayo at Western Electric

- Intended as a group study of the effects of a piecework incentive plan on production workers

- a group study of the effects of a piecework incentive plan on production (informal)

- interview program

- Human Relations Movement came from this

Front 52

Abraham Maslow

Back 52

- (1910-1970)

- advanced a needs theory that employees are motivated by a hierarchy of needs they seek to satisfy

Front 53

Douglas McGregor

Back 53

- (1910-1960)

- Proposed Theory X and Theory Y concepts of managerial beliefs about people and work

Front 54

Maslow's Theory of Needs (lowest to highest)

Back 54

Physiological, Security, Social Needs, Esteem needs, Self-actualizing needs

Front 55

Ludwig Von Bertalanffy

Back 55

- (1900-1972)

- Created a systems perspective that is interrelated set of elements functioning as a whole

Front 56

Open system

Back 56

an organization that interacts with its external environment

Front 57

Closed system

Back 57

An organization that does not interact with its environment

Front 58

Subsystems

Back 58

the important of this is due to their interdependence on each other within the organization

Front 59

Synergy

Back 59

subsystems in an organization working together as one system

Front 60

Entropy

Back 60

A normal process in which an organizational system declines due to its failing to adjust to change in its environment

Front 61

Universal Perspective

Back 61

- attempts to identify the "one best way" to manage organizations

- includes all organizational approaches

Front 62

Contingency Perspective

Back 62

- suggests that each organization is unique

- appropriate behavior depends on the situation in the organization

Front 63

Modern Management Today

Back 63

- an integrating framework

- involves recognizing the current systems, subsystems, environmental influences, and situational nature or management

Front 64

General environment

Back 64

- everything outside an organization's boundaries - economic, legal, political, socio-cultural, international, and technical forces

Front 65

Task environment

Back 65

- specific groups and organizations that affect the firm

Front 66

Internal Environment

Back 66

conditions and forces present and at work within an organization (e.g. owners, BOD, Employees, Organization culture, PPE)

Front 67

The General Environment

Back 67

The set of broad dimensions and forces in an organization's surroundings that create its overall context

Front 68

5 External dimensions

Back 68

Economic, Technological, Sociocultural, Political-legal, and International dimensions

Front 69

Economic Dimensions

Back 69

- Interest rates (discount rate .75% June 2013)

- Inflation (1.4% June 2013)

- Unemployment (7.6% May 2013, 9.1% Mississippi May 2013-Ranked 49th)

- Economic Growth (GDP 1.8% in 1st quarter)

Front 70

Technological Dimension

Back 70

Effects of changes in technology that effect design, distribution, and production

Front 71

Sociocultural Dimension

Back 71

values, morels, and norms of behavior of the society in which the organization functions

Front 72

Political-Legal Dimension

Back 72

- Effects of changing laws and regulations

- Defines what companies can and cannot do

- Pro- or antibusiness sentiment

- Political stability on planning

Front 73

International dimension

Back 73

-effects of increased global markets

e.g. reduced trade barriers (NAFTA),

Improved and reliable global communications, global labor markets

Front 74

5 Dimensions of the Task Environment

Back 74

Competitors, Customers, Suppliers, Regulators, Strategic Partners

Front 75

Competitors

Back 75

- Burger King

- Wendy's

- Subway

- Dairy Queen

Front 76

Regulators

Back 76

-Food and Drug Administration

- Securities and Exchange commissions

- Environmental protection agencies

Front 77

Strategic Partners

Back 77

- Walmart

- Disney

- Foreign Partners

Front 78

Suppliers

Back 78

- Coca-Cola

- Wholesale food processors

- Packaging manufacturers

Front 79

Customers

Back 79

-Individual and consumers

- Institutional consumers

Front 80

5 Internal Environment stakeholders

Back 80

Owners, Board of directors, Employees, Physical work environment, and culture

Front 81

Organizational Culture

Back 81

The set of internal values, beliefs, behaviors, customs, and attitudes that determines the "feel" of the organization

Front 82

4 determinantes of Organization Culture

Back 82

Organization's founder, Organization's successes, Shared experiences, Symbols stories hero's slogans ceremonies

Front 83

2 ways the environment affects organizations

Back 83

Environmental Change & Environmental Complexity

Front 84

Uncertainty

Back 84

a driving force that influences organizational decisions

Front 85

Environmental Turbulence

Back 85

Unexpected changes and upheavals in the environment of an organization

Front 86

Porter's Five Competitive Forces

Back 86

Threat of new entrants, competitive rivalry, substitute products, Power of buyers, and Power of Suppliers

Front 87

Ways Organizations Respond to Environments

Back 87

Information Management, Strategic Response, Top Management's strategic response, Mergers Acquisition Alliances, Organizational Design and Flexibility

Front 88

Information Management

Back 88

- Boundary spanners- individuals who interact with outside constituencies (they improve information gathering and provide information)

- Environmental Scanning

Front 89

Strategic Response

Back 89

- Maintaining the status quo, altering the current strategy, or adopting a new strategy.

- top management

Front 90

Mergers, Acquisitions, Alliances

Back 90

Firms combine, purchase, or form new venture partnership or alliances