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55 Cards in this Set
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- Back
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1- Define: Management- Self-Management- Organization Theory- Organizational Behavior- |
Management is getting things done through other people Self-management is planning and organizing your personal time and resources Organizational Behavior is the study of people in organizations Organization Theory is the study of organizational structures (organizational charts) |
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2- Define: Plan- Organize- Staff- Direct- Control- |
Plan is preparing the course of action for the future Organize is putting people and resources together to make the products and services Staff is the process of attaining and preparing workers Direct is trying to obtain the highest level of performance Control is comparing performance to standards, making corrections when needed, rewarding success |
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3- What are the duties of top level managers? |
1. Scan the environment - to know what's going on in the world around you 2. Strategic management - create long term general plans 3. Write policies - general company guidelines 4. Make the big decisions - ex. to decide if there's going to be layoffs 5. Set the tone for the company - personality of the CEO is the personality of the company |
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4- What are the duties of middle level managers? |
- Translate general ideas into specific ideas - Transition idea to action - Information: passes along information in all directions - Write functional areas policies: the areas where things get done - Make functional decisions |
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5- What are the duties of first line supervisors? |
- Direct specific operational tasks - Enforce procedures - Enforce rules - Make decisions - New employee training and socialization |
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6- What are the dates, assumptions and theme of the Classical School? |
Date: 1779 - 1920s Assumption: demand is greater than supply ( if you can make it, you can sell it) Theme: concerns for production |
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7- What are the dates, assumptions and theme of the Neo Classical School? |
Date: 1920 - 1960 Assumptions: supply is greater than demand Theme: people are thought more of than production. Human relations movement in business. |
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8- What are the five steps of planning? |
1. Scan the environment 2. Forecast future events 3. Make decisions 4. Write plans 5. Set goals and standards |
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9- What are the forces in the semi-controllable external environment? |
1. Suppliers: buying power, bargaining 2. Retail outlet / customers: 4 P's of marketing: price, place, promotion, products 3. Creditors: account location, record keeping 4. Local community / people: the way you treat employees, public relations 5. Unions: bargaining and HR policies 6. Stockholders: dividend policy, records that you keep |
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10- What are the major forces in the non-controllable external environment? |
1. Political forces 2. Social 3. Economic 4. Technological 5. Competitive |
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11- Name and briefly describe 3 qualitative sales forecasting techniques |
Survey of buyer opinion - used to establish potential demand Sales force opinion - regarding future demand Expert opinion - a jury of executive opinion |
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12- Name the six steps of the decision making process? |
1. State the problem. 2. Name you limitation 3. Generate alternative 4. Evaluate these alternatives 5. Choose the solution 6. State a plan of implementation |
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13- Name 4 creativity techniques used in generating decision alternatives |
Probability theory Queuing theory Linear programming Simulation Pros and Cons |
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14- What factors keep ideal decisions from being made? (behavioral concerns) |
- Expectation - Emotions - Power and politics - Individual biases - A mismatch of decisions-maker and decisions |
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15- Define: Bounded Rationality- Heuristics- Satisficing- |
Bounded Rationality - the manager knows that he doesn't have enough time, energy, money or brain power to consider every decision, so the manager does his best within those limitations
Heuristics - decision rules which help managers to quickly eliminate decision alternatives
Satisficing - when a managers finds an acceptable alternative, it is taken and the manager stops looking for other choices. |
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16- Define- Strategic Management |
Strategic Management is a top management function in a time horizon of 3 years or more that integrate or brings together all company activities. |
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17- What are the steps of strategic management process? |
1. Analysis and diagnosis 2. Strategic generation 3. Strategic education 4. Strategic implementation 5. Strategic control
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18- Define: Policies - Functional area policies - Procedures - |
Policies - general guidelines Functional area policies - policies translated to functional areas Procedures - task intructions |
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19- Define: Official Goals - Operative Goals - Operational Goals - |
Official Goals - states informal company documents
Operative Goals - management actual pursue
Operational Goals - specific target in specific time periods |
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20- What is an MBO program? |
MBO (management by objectives) - a participated goal setting program
Steps in MBO 1. Job Analysis 2. Each year each employees prepare a list of goal 3. Employee supervisor prepares list for employee 4. Meeting with supervisor to decide goals 5. Follow the plan |
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21- What are the 3 steps of job design? |
- Job analysis - Job description - Job specification |
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22- Name and define the 5 major dimensions of jobs (MPS Formula) |
1. Skill variety: number of skills used in performing a job
2. Task Identity: job complete and identifiable tasks
3. Task Significant: personal impact on other people (human interaction)
4. Autonomy: being able to work without supervision and even making decisions
5. Feedback: knowledge of performance |
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23- Describe: -Job Rotation - Job enlargement - Job enrichment |
- Job Rotation rotate workers from job to job - Job Enlargement adding more tasks to the same job - Job Enrichment involves adding tasks, duties, and responsibilities to the same job |
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24- Name and describe describe 4 types of departmentation. |
Function: employees divided by function within the firm
Product: divided by product they work on
Geographic area: divided by the geographic area they work with
Customers: when you have the same product for different kinds of costumers |
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25- Define: - Unity of command Span of control |
Unity of command - each employee should report to one supervisor and all supervisors should share the same goal
Span of control - you should identify the number of workers a manager can effectively supervise (4-7 people) |
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26- Define: Line authority - Staff authority - Functional authority |
Line authority - direct formal authority Staff authority - the right to advice Functional authority - the right to direct, but not to discipline |
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27- Define responsibility |
Responsibility is the obligation to perform various functions in order to reach organizational goals |
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28- According to each of these authors, what determines organizational structure? Max Weber Peter Blau The Aston Group J.D. Thompson Joan Woodward Johannes Pennings |
Max Weber - company bureaucracy Peter Blau - company size The Aston Group - company size JD Thompson - company technology Joan Woodward - company technology Johanne Pennings - environment |
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29- Define in six parts: organization |
1. Two or more people 2. In a social setting 3. With division of labor 4. Hierarchy of authority 5. Coordination of activities 6. Common purpose or goal |
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30- What are the 11 main HRM functions? |
1. Human Resource planning 2. Recruiting 3. Selection 4. Orientation 5. New employee training 6. Performance aprraisal 7. Compensation 8. Work place safety 9. Discipline 10. Union management relation 11. Career development |
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31- Define motivation in 3 parts |
What start behavior What maintains behavior What stop behavior |
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32- Name and define the 3 categories of motivation theories |
Content Theories - examine factor within individuals (needs) that leads to behaviors
Operant process theories - examine factor that increase and decrease behaviors
Cognitive Process Theories - examine thought process that leads to behaviors |
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33- Describe Maslow's Hierarchy of Needs. Compare it to Alderfer's ERG Theory |
Maslow Hierarchy Self actualization, Esteem, Belongingness and Love, Safety and Security, Physiological Needs
Comparison Types of Needs Implied: Psychological, Social, Physical
Alderfer's Label: Growth, Relatedness, Existence
Maslow's Hierarchy: Self actualization and Esteem, Belongingness and Love, Safety and Security and Psychological |
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34- Describe Herzbergs Two-Factor Theory (the factor and the 3 points of theory) |
3 points: 1. Hygiene factors do not motivate- they dissatisfy. Keep it neutral 2. Motivation occurs when satisfiers are present, build them into job 3. Use job enrichment |
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35- Describe Skinners operant process model and define the 4 kinds of consequences associated with behaviors |
Response --> Reinforcement
Increase - Positive reinforcements: rewards, pleasant Negative reinforcement: get out of a bad situation, happens before punishment
Decrease - Punishment - smtng bad happen as a consequence Extinction - perform a behavior and nothing happens |
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36- Describe Adam's Equity Theory |
1. When ppl go to work they trade inputs for outputs 2. we all have the tendency to compare ourselves to others 3. one person we compare to is Referent Other 4. the comparison Iyou = Iro / Oyou = Oro 5. if formula is balanced, behavior maintained 6. if formula out of balance, strong motivational force to make things equal |
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37- Describe Expectancy Theory and name it's key authors |
Victor Vroom, Porter, and Lawler
MF = V x I x E
Motivational Force
Valence: anything a person values
Instrumentality: how strongly you believe you can successfully complete a task
Expectancy: how strongly you believe you will be rewarded |
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38- Define: Leadership |
influencing behavior in people |
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39- Name the 3 categories of leadership studies |
1. Traits and Characteristics Approaches 2. People/ Production Theories 3. Modern School Approaches |
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40- What 4 categories of studies were conducted in connection with Great Man Theory? What 2 Assumptions drive the theory? |
Physical characteristics Personal characteristics Personality traits Social skills
1. The ability to lead is universal and therefore translates to other positions 2. All effective leaders must have something in common |
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41- Describe Theory X and Theory Y, assumptions and conclusions. |
XXXXX Assumptions: 1. ppl dislike work 2. ppl avoid responsibility 3.most ppl have little ambition 4.ppl prefer to be directed Conclusion: 1. motivate using money and fear 2. be production oriented
YYYYYYY Assumptions: 1. wanting to work is natural 2.ppl seek responsibility 3.ppl get satisfaction from a job well done 4.if you give chance, ppl will benefit company and themselves Conclusions 1.Motivation comes from within 2.be a ppl oriented boss
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42- Describe Blake and Mouton's Managerial Grid |
Bad Boss: transfer, termination, demotion Tyrant: sensitivity training Country club Boss: training in production, goal setting Compromiser: assertiveness and decision making training Good Boss: role model, further promotion
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43- Name and describe Kerr's substitutes for leadership |
Subordinate characteristics: experience and professionalism
Tasks and characteristics: machine paced work, and instrinsically satisfying work
Organizational characteristics: cohersive groups and standardization and formalization |
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44- Describe Path-Goal Theory and name its key authors |
USE EXPECTANCY THEORY AS A GUIDE |
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45- Draw and describe an individual communications model |
Individual communications model - involves one person talking to another or a group
Sender - person sending msg or idea
Encode - forming verbal and non verbal cues
Transmission device - anything that carries a message
Decode - when a message passes to the receivers senses
Receiver - person for whom the message was intended
Noise - anything that distorts or disrupts messages |
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46- Name 3 categories of barriers to individual communication. |
1. Individual differences 2. Situational factors 3. Mechanical factors |
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47- Describe the ways to improve communications between individuals |
Sender Duties: 1. Be aware of potential barriers 2. Have empathy for the audience 3. Pay attention to non-verbal cues 4. Seek confirmation (do you understand?)
Receiver Duties: 1. Active listening 2. Seek clarification 3. |
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48- Define: Groups |
consists of 2 or more people, interacting with a common purpose or goal |
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49- Define: Group Cohesiveness |
The degree of goal agreement, conformity, corporation and group control over members |
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50- Describe an effective MIS |
Starts with effective people - collectors and processors
Effective machinery - phone, fax, computer, etc
Effective information - timely, relevant, important, summarized |
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51- What are the 4 steps of control? |
1. Know the standards 2. Measure performance 3. Make comparisons 4. Make a decision |
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52- In what functional areas are goals set and controls carried out? |
Marketing and sales control HRM accounting and finances |
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53- What are the 4 main types of ratios? |
1. Liquidity 2. Activities 3. Leverages 4. Profitability |
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54- Define budget |
1. Is an annual financial plan 2. Budget links planning and control together through the standards they set |
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55- What can be done to create an effective budgeting process? |
Planning 1. Quality staff advice 2. Try to eliminate politics
Control 1. Consider the long term 2. Use budgets to identify problems, not to blame on
Both 1. Encourage participation 2. Be systematic 3. Be flexible 4. Keep future oriented
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