Management 1

Front 1

A __________ has a common purpose that is shared by the people in the company.

Back 1

business

Front 2

A systematic arrangement of people brought together to accomplish some specific purpose.

Back 2

Organization

Front 3

Two most important common characteristics of an organization:

Back 3

1. People
2. Goals

Front 4

Common characteristics of organizations:

Back 4

1. Distinct purpose and goals
2. People
3. Structure

Front 5

People who work directly on a job or task and have no responsibility for overseeing the work of others.

Back 5

Operatives

Front 6

Individuals in an organization who direct the activities of others.

Back 6

Managers

Front 7

Organizational level which is most responsible for planning.

Back 7

Top Managers

Front 8

Organizational level which is most responsible for controlling and monitoring.

Back 8

First-Line Managers

Front 9

Supervisors responsible for directing the day-to-day activities of operative employees.

Back 9

First-Line Managers

Front 10

Individuals at levels of management between the first-line manager and top management.

Back 10

Middle Managers

Front 11

Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.

Back 11

Top Managers

Front 12

The process of getting things done, effectively and efficiently, through and with other people.

Back 12

Management

Front 13

Component of managements of doing the thing correctly;
Refers to the relationship between inputs and outputs;
Seeks to minimize resource costs.

Back 13

Efficiency

Front 14

Component of management of doing the right things;
Goal attainment;

Back 14

Effectiveness

Front 15

Good management revolves around _________ & __________.

Back 15

Efficiency;
Effectiveness

Front 16

You can be ________ without being ________.

Back 16

effective;
efficient

Front 17

Four management process activities:

Back 17

1. Controlling
2. Planning
3. Organizing
4. Leading

Front 18

Management process activity which includes defining goals, establishing strategy and developing plans to coordinate activities.

Back 18

Planning

Front 19

Management process activity which includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Back 19

Organizing

Front 20

Management process activity which includes motivating employees, directing the activities of others, selecting the most effective communication channel and resolving conflicts.

Back 20

Leading

Front 21

Management process activity which involves the process of monitoring performance, comparing it with goals and correcting any significant deviations.

Back 21

Controlling

Front 22

Mintzberg's INTERPERSONAL managerial roles:

Back 22

Figurehead
Leader
Liason

Front 23

Mintzberg's INFORMATIONAL managerial roles:

Back 23

Monitor
Disseminator
Spokesperson

Front 24

Mintzberg's DECISIONAL managerial roles:

Back 24

Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

Front 25

A managers role as a spokesperson is more important in a _______ firm.

Back 25

small

Front 26

A managers role as a resource allocator is more important in a _______ firm.

Back 26

large

Front 27

A managers role as a disseminator is less important in a _______ firm.

Back 27

small

Front 28

A managers role as a entrepreneur is less important in a _______ firm.

Back 28

large

Front 29

General skills of a successful manager:

Back 29

Conceptual
Interpersonal
Technical
Political

Front 30

Of the four general skills of a successful manager, those which are ________ are more important for execs.

Back 30

conceptual

Front 31

Of the four general skills of a successful manager, those which are ________ are more important for middle managers.

Back 31

interpersonal

Front 32

Of the four general skills of a successful manager, those which are ________ are more important for entry and first-level managers.

Back 32

technical

Front 33

General skill for a manager which involves the vision for the future of a company.

Back 33

Conceptual

Front 34

General skill for a manager which includes "soft skills", such as dealing with people, having empathy, communication skills, etc.

Back 34

Interpersonal

Front 35

Management compensation reflects the market forces of ______ & _______.

Back 35

supply;
demand

Front 36

Discipline which relates to business and involves the study of an individual.

Back 36

Psychology

Front 37

Discipline which relates to business and involves the study of an individual with a group.

Back 37

Sociology

Front 38

Wrote the "Wealth of Nations";
Advocated the economic advantages that organizations and society would reap from the division of labor.

Back 38

Adam Smith

Front 39

Machine power began to substitute for human power;
Improved and less costly transportation systems became available;
Larger organizations developed to serve larger markets;

Back 39

Industrial Revolution

Front 40

Term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.

Back 40

Classical Approach

Front 41

Advocates the use of the scientific method to define the "one best way" for a job to be done.
Favored incentive wage plans'
Separated managerial work from operative work

Back 41

Frederick W. Taylor

Front 42

Max Weber developed the idea of the _______.

Back 42

bureaucracy

Front 43

Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

Back 43

Bureaucracy

Front 44

Series of studies done during the 1920s and 1930s that provided new insight into group norms & behaviors.

Back 44

Hawthorne Studies

Front 45

Social norms or standards of the group are the key determinants of individual work behavior.

Back 45

Hawthorne Effect

Front 46

Movement based on a belief in the importance of employee satisfaction -- a satisfied worker was believed to be a productive worker.

Back 46

Human Relations Movement

Front 47

Evolved out of the development of mathematical and statistical solutions to military problems during WWII.

Involves the use of statistics, optimization models, information models, and computer simulations to improve management decision making for planning and control.

Back 47

Operations Research

Front 48

Defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Back 48

The Systems Approach

Front 49

A system that is not influenced by and does not interact with its environment.

Back 49

Closed System

Front 50

A system that dynamically interacts with its environment.

Back 50

Open System

Front 51

Any group that is affected by organizational decisions and policies

Back 51

Stakeholders

Front 52

Replaces more simplistic systems and integrates much of management theory.

Back 52

The Contingency Approach

Front 53

Four Contingency Variables:

Back 53

1. Organization Size
2. Routineness of task technology
3. Environmental Uncertainty
4. Individual Differences

Front 54

The concept of a boundary-less world; The production and marketing of goods and services worldwide.

Back 54

Global Village

Front 55

A management structure in which internal arrangements that impose artificial geographic barriers are broken down.

Back 55

Borderless Organization

Front 56

Type of international businesses:

Back 56

Multinational Corporations (MNCs)
Transnational Corporation (TNC)
Strategic Alliances
Borderless Organization

Front 57

An effect of globalization on managers;
A narrow focus in which one sees things solely through one's own view and from one's own perspective.

Back 57

Parochialism

Front 58

A cross-cultural investigation of leadership and national culture

Back 58

Global Leadership and Organizational Behavior Effectiveness (GLOBE)

Front 59

Any equipment, tools, or operating methods that are designed to make work more efficient.

Back 59

Technology

Front 60

Any computer transaction that occurs when data are processed and transmitted over the internet.

Back 60

E-Commerce

Front 61

The applications of e-business concepts offered to stakeholders.

Back 61

E-Organization

Front 62

The full breadth of activities included in a successful Internet-based enterprise.

Back 62

E-Business

Front 63

The linking of a worker's computer and modem with those of co-workers and management at an office.

Back 63

Telecommuting

Front 64

A firm's obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.

Back 64

Social Responsibility

Front 65

The obligation of a business to meet its economic and legal responsibilities and no more.

Back 65

Social Obligation

Front 66

The ability of a firm to adapt changing societal conditions.

Back 66

Social Responsiveness

Front 67

A set of rules or principles that defines right and wrong conduct.

Back 67

Ethics

Front 68

A formal document that states and organization's primary values and the ethical rules it expects managers and operatives to follow.

Back 68

Code of Ethics

Front 69

Three views of ethics:

Back 69

1. Utilitarian
2. Rights
3. Theory of Justice

Front 70

The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards.

Back 70

Entrepreneurship

Front 71

A person within an organization who demonstrates entrepreneurial characteristics -- has confidence in his or her abilities, is willing to seize opportunities for change, and expects surprises and capitalizes on them.

Back 71

Intrapreneur

Front 72

An activity in an organization designed to create a more efficient operation through extensive layoffs.

Back 72

Downsizing

Front 73

Linking staffing levels to organized goals.

Back 73

Rightsizing

Front 74

An organization's use of outside firms for providing necessary products and services.

Back 74

Outsourcing

Front 75

Three labor supply an demand adjustments:

Back 75

1. Downsizing
2. Rightsizing
3. Outsourcing

Front 76

Component of flexible workforces;

The small group of full-time employees of an organization who provide some essential job tasks for the organization.

Back 76

Core Employees

Front 77

Component of flexible workforces;

Part-time, temporary, and contract workers who are available for hire on an as-needed basis.

Back 77

Contingent Workforce

Front 78

Work < 40 hours a week;
Good source of staffing for peak hours;
May be involved in job sharing;

Back 78

Part-Time Employees

Front 79

Generally employed during peak periods;
Fill in for employees over extended period;

Back 79

Temporary Employees

Front 80

Hired to work on specific projects;
Paid when firm receives particular deliverables;
LAbor cost that is fixed by contract;

Back 80

Contract Workers

Front 81

The Japanese term for an organization committed to continuous improvement.

Back 81

Kaizen

Front 82

Defining the organization's objectives or goals;
Establishing the overall strategy for achieving those goals;
Developing a comprehensive hierarchy of plans to integrate and coordinate activities;

Back 82

Planning

Front 83

Planning is concerned with _____ as well as with _____.

Back 83

ends;
means

Front 84

Type of plans which are long term, directional and single use.

Organization-wide, establish overall objectives, and position an organization in terms of its environment.

Back 84

Strategic Plans

Front 85

Type of plans which are short term, specific and standing.

Specify the details of how an organization's overall objectives are to be achieved.

Back 85

Tactical Plans

Front 86

Plans which cover less than one year.

Back 86

Short-Term Plans

Front 87

Plans which extend beyond five years.

Back 87

Long-Term Plans

Front 88

Organizations often start with a _______ plan and follow with _____ plans.

Back 88

strategic;
tactical

Front 89

Plans which have clearly defines objectives and leave no room for misinterpretation.

Often tactical.

Back 89

Specific Plans

Front 90

Plans which are flexible and set out general guidelines.

Often strategic

Back 90

Directional Plans

Front 91

Plans which are used to meet the needs of a particular or unique situation.

Used to solve a specific problem which we do not expect to reoccur.

Back 91

Single Use Plan

Front 92

A system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.

Back 92

Management by Objectives (MBO)

Front 93

Common elements in an MBO Program:

Back 93

Goal Specificity
Participative Decision Making
Explicit Performance Period
Performance Feedback

Front 94

A nine-step process that involves strategic planning, implementation, and evaluation.

Back 94

Strategic Management Process

Front 95

Defines the present purpose of the organization

Back 95

Mission Statement

Front 96

Are specific measure (milestones) for achievement, progress and performance.

Back 96

Objectives

Front 97

Explains the business founders' vision and describes the strategy and operations of that business.

Back 97

Strategic Plan

Front 98

Involves screening large amounts of information to detect emerging trends and create a set of scenarios.

Back 98

Environmental Scanning

Front 99

Information about competitors that allows managers to anticipate competitors actions rather than merely react to them.

Back 99

Competitive Intelligence

Front 100

Analysis of an organization's strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit.

Back 100

SWOT analysis

Front 101

Internal resources that are available or things that an organization does well.

Back 101

Strengths

Front 102

A unique skill or resource that represents a competitive edge.

Back 102

Core Competency

Front 103

Resources that an organization lacks or activities that it does not do well.

Back 103

Weaknesses

Front 104

Positive external environmental factors.

Back 104

Opportunities

Front 105

Negative external environmental factors.

Back 105

Threats

Front 106

Strategies for growth:

Back 106

Direct Expansion
Merger
Acquisition

Front 107

Strategies for Competitive Advantage:

Back 107

Cost Leadership
Differentiation
Focus

Front 108

Something that a company does better than its competitors.

Back 108

Competitive Advantage

Front 109

The search for the best practices among competitors or non-competitors that lead to their superior performance.

Back 109

Benchmarking

Front 110

Quality management standards set by the International Organization for Standardization. (ISO)

Back 110

ISO 9000 Series

Front 111

Companies achieving this certification will have demonstrated that they are environmentally responsible.

Back 111

ISO 14000

Front 112

To design, measure, analyze, and control the input side of a production process to achieve the goal of no more than 3.4 defects per million parts or procedures.

Philosophy and measurement process developed in the 1980s at Motorola.

Back 112

Six Sigma