Principle's Of Management Mid-Term

Front 1

Definition of Management?

Back 1

The process of administering and coordinating resources effectively and efficiently in an effort to achieve the goals ofthe organization.

Front 2

What are the 4 processes of management?

Back 2

1) Planning-setting goals and defining the actions to achieve those goals.
2) Organizing-determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.
3) Leading-motivating and directing the members of the org. so that they contribute to the achievement of the goals of the org.
4)Controlling-monitoring the performance of the org., identifying deviations between planned and actual results, and taking corrective action when necessary.

Front 3

3 types of managerial roles?

Back 3

1) Interpersonal-managing relationships with organizational members and other constituents.
2) Informational-gathering and disseminating information to the stakeholders of the org.
3) Decisional-processing information andreaching conclusions.

Front 4

Skills needed at different levels of Management - First Line Management?

Back 4

More Technical

Front 5

Skills needed at different levels of Management - Middle Management?

Back 5

More Human

Front 6

Skills needed at different levels of Management - Top Management?

Back 6

More conceptual.

Front 7

Define Hyperchange?

Back 7

A condition of rapid, dramatic, complex,and unpredictable changes that has a significant effect on the ways in which organizations are managed.

Front 8

8 points of the competencies of tomorrows managers and leaders?

Back 8

1) The great communicator
2) The individual coach
3) The team player
4) The technology master
5) The problem solver
6) The foreign ambassador
7) The change agent
8) The lifelong learner

Front 9

Managerial Skill Sets - Traditional v. Emerging

Back 9

Tradtional - Planning, leading, organizing, controlling.

Emerging - adapting, coaching, facilitating, learning. (More of a learning environment)

Front 10

5 Environmental factors influencing managment thought?

Back 10

1) Economic-relate to the availability, production, and distrubution of resources within a society.
2) Social-relate to the aspects of a culture that influence interpersonal relationships.
3) Political-relate to the impact of political institutions on individuals and organizations.
4) Technological-relate to advances and refinements in any of the devices used in conjunction with conducting business.
5) Global-relate to the pressures to improve quality, productivity, and costs as organziations attempt to compete in the worldwide marketplace.

Front 11

5 Schools of management thought?

Back 11

1) Classical
2) Behavioral
3) Quantitative
4) Systems
5) Contingency

Front 12

Classical Perspective of management thought.

Back 12

Three Parts-
1) Scientific Management-focuses on the productivity by task performance and motivation.
2) Administrative Management-focuses on managersand the functions they perform.
3) Bureaucratic Mangement-focuses on the overall organizational system.

Front 13

Behavioral Perspective of management thought.

Back 13

Ability of workers to influence managerial decisions through the formation of powerful labor unions. Amid these changes, managers were increasingly finding that workers did not always exhibity behaviors that were consistent with classical theorists.

Front 14

Hawthorne Effect?

Back 14

Phenomenon whereby individual or group performances is influenced by human behavior factors. Elton Mayo - Lighting

Front 15

Theory X?

Back 15

Managers percieve that their subordinates have an inherent dislike of work and that they will avoid it if at all possible. They need to be coerced, directed, or threatened. - Douglas McGregor.

Front 16

Theory Y?

Back 16

Managers percieve that their subordinates enjoy work and that they will gain satisfaction from performing their jobs. Self-motivated and self-directed.

Front 17

Quantitative Perspective of management thought.

Back 17

Roots in the scientific management approaches and is characterized by its use of mathematics, statistics, and other quantitative techniques for management decision making and problem solving.

Front 18

Systems Perspective of management thought.

Back 18

An appreoach that attacks complex systems by breaking them down into their constituent elements.

Input - Output - Feedback

Front 19

Contingency Perspective of management thought.

Back 19

Proposed that the best managerial approach is contingent on key variables in a agiven organizational situation.

Front 20

Theory Z?

Back 20

Place trust in the employees and make them feel like an integral part of the organization.

Front 21

Define Stakeholders?

Back 21

People who are affected by or can affect the activities of the firm.

i.e.- customers, owners, suppliers, and employees.

Front 22

Define Social Responsibility?

Back 22

H.R. Bowen proposed that businesses and managers have an obligation to "pursue those policies, to make those decisions, or to follow those lines of action that are desirable in terms of the objectives and values of our society."

Front 23

3 perspectives of social resonsibility?

Back 23

1) Economic-responsibility of business to make a profit within the "rules of the game" - Org. can't be moral agents but individuals can.
2) Public-business should act in a way that is consistent with societys view of responsible behavior.
3) Social-business should proactively seek to contribute to society in a positive way. - Org.s should develop internal environment that encourages ehtical behavior on an individual level.

Front 24

4 Social Responsibility Strategies?

Back 24

1) Reaction-assumes a reaction stance simply fails to act ina sociall responsible manner.
2) Defense-to respond to social challenges only when it is necessary to defend their current position.
3) Accommodation-corporate social responsibility readily adapt their behaviors to comply with public policy and regulation where necessary and, more important, attempt to be responsive to public expectations.
4) Proaction-subscribe to the notion of social responsiveness. Do no operate in terms of profit or compliance public policy, but rather seek to improve the welfare of society.

Front 25

Define Ethical Behavior?

Back 25

Behavior that ismorally accepted as good or right as opposed to bad or wrong.

Front 26

3 Managerial Guidlines for ethical dilemmas?

Back 26

1) Utility approach-decisions are based on an evaluation of the overall amount of good that will result.
2) Human Rights approach-decisions are made in light of the moral entitlements of human beings.
3) Justice approach-decisions are based on an equitable, fair, and impartial distrubtion of benefits and costs among indivduals and groups.

Front 27

Define Wistleblowing?

Back 27

Someone who exposes organizational misconduct or wrongdoing to the public.

Front 28

Define Planning?

Back 28

Setting goals and defining the actions necessary to achieve those goals.

Front 29

4 Benefits of planning?

Back 29

1) Better Coordination
2) Focus on Forward Thinking
3) Participatory Work Environment
4) More Effective Control System

Front 30

Where should planning begin?

Back 30

*Top-Down
or
Bottom-Up

Front 31

Strategic Planning v. Operational Planning

Back 31

Strategic Planning - process by which an organizaiton makes decision and takes actions to enhance its long-term performance.

Operational Planning - process of determining the day-to-day activities that are necessary to achieve the long-term goals of the organization.

Front 32

4 parts of Strategic Planning?

Back 32

1) Opportunity
2) Strategy
3) Orgaization
4) Execution

Front 33

2 Essential parts of Strategic Planning (critical)

Back 33

1) Competitive Advantage - any aspect of the org. that distinguishes it from its competitors stragically.
2) Sustainable Advantage - long-term advantage.

Front 34

3 Levels of Strategic Planning?

Back 34

1) Corporate - define the portfolio of business units that an org. maintains.
2) Business - define how each business unit in the firm's corporate portfolio will operate in its market arena.
3) Functional - specifies the production, research and development, financial, human resource management, and marketing activities necessary to implement the org.'s corporate and business strategies.

Front 35

Define an MBO?

Back 35

A method for devloping individualized plans that guide the activies of indivdual members of an org.