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Management Module 3 Exam I
Terms in this set (59)
Management is an art and _______________
The art of getting things done through the efforts of other people
The means why which you actually manage, that is, get things done through others- individually, in groups or in organizations.
The principles of management
The activities that "plan, organize, and control the operations of the basic elements of [people], materials, machines, methods, money and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise."
The principles of management
The process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways.
These managers are responsible for developing the org's strategy and being a steward for its vision and mission
These managers are functional, team, and general managers
Second set of managers
These type of managers are responsible for the efficiency and effectiveness of an area, such as accounting or marketing.
Responsible for coordinating a subgroup of a particular fxn or a team composed of members from different parts of the org.
Leads a fxn that contributes directly to the products or services the org creates
These managers are often called a product or service manager
Leads a fxn that creates indirect inputs; serves a supporting role
Responsible for planning, execution and closing of a project
Responsible for managing a clearly identifiable revenue producing unit, such as store, business unit, or product line
These types of managers must make decisions across different fxns and have rewards tied to performance of the entire unit; take directives from top executives; understand executive's goal for the company = set goals for their own departments to fit in with the plan; must clearly describe goals to support staff; AND supervisors see that their goals are met
3 groups the 10 roles of managers are sorted into:
Interpersonal, informational, and decisional
What are the 4 decisional roles managers play?
2. Disturbance Handler
3. Resource Allocator
The social and informal sources of influence that you use to inspire action taken by others
The recognition of opportunities (needs, wants, problems, challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures
Central, integrated, externally-oriented concept of how an org will achieve its objectives (i.e. leads to telling employees what to do daily)
Body of knowledge that answers questions about the development and implementation of good strategies
Setting objectives and determining a course of action for achieving those objectives
Planners must be aware of critical contingencies facing their org (economic conditions, competitors, customers)
Analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the org, then determine how to position the org to compete in their environment. Usually > 3 years.
Intermediate-range of 1-3 year planning that is designed to develop concrete and specific ways to achieve them
Assumes the existence of organization wide or subunit goals and objectives and specifics ways to achieve them. Usually less than 1 year.
Function of management that involves developing an organizational structure and allocating HR to ensure the accomplishment or objectives --> Framework within which effort is coordinated
Decisions made about the structure of an org
Organizational design decisions
Decisions made about the nature of jobs within the org
Job design decisions
T or F; Job design was based off of the concept that the more narrow the job content, the more proficient the individual could become
Is it possible for jobs to become too narrow and specialized?
Jobs are now based on principles of empowerment.
Job enrichment, teamwork
This function involves the social and informal sources of influence that you use to inspire action taken by others
This function involves ensuring that performance dose not deviate from the standards
3 aspects of controlling?
1. Establishing performance standards
2. Comparing actual performance against standards
3. Taking corrective action when necessary
This involves an exam and verification of records and supporting documents
Provides information about where the organization is with respect to what was planned/budgeted for
Tries to determine whether the figures are reflective of actual performance
The execution of an action/ something accomplished
This terms refers to the measurement of business performance along social, environmental, and economic conditions
Triple Bottom Line
A function of success in production benefits for its owners in particular, through product innovation and the efficient use of resources.
Social and environmental performance referred to as what?
Corporate Social Responsibility (CSR)
Individual-level performance draws upon those things you have to do in your job, or in-role performance, and those things that add value but which aren't part of your formal job description. The "extras" = Extra-role performance or _____________________ ___________________ ________________________
organization citizenship behaviors (OCBs)
7 Forms of OCBs?
1. Helping Behavior
3. Organizational Loyalty
4. Organizational Compliance
5. Individual Initiative
6. Civic Virtue
This type of performance focuses on both the outcomes and the processes of collection of individuals or groups. Individuals can work on their own agendas in the context of a group
T or F; The performance of a group consists of the inputs of the group minus any process loss that result in the final output.
Any aspect of group interaction that inhibits good problem solving
Collection of people vs. a cohesive coalition of people working together to achieve the team agenda
Group vs. team
This person developed an administrative science and developed principles that he thought all organizations should follow if they were to run properly.
His 14 Principles of Mgmt were:
1. Specialization/Division of Labor
4. Unity of command
5. Unity of direction
6. Subordination of the Individual Interest
9. Line of Authority
12. Stability of Tenure
14. Esprit de Corps
This person formalized the principles of scientific management. His scientific approach is referred to as Taylorism. He Is most famous for his time studies... he experimented with ways to do a task quicker
Frederick Winslow Taylor
These people devised motion studies by photographing individual movements of each worker. They analyzed the pictures then removed unnecessary motions. These studies were called the "time and motion studies"
Frank Gilbreth and Lillian Moller Gilbreth
This person raised awareness of deplorable working conditions in the meatpacking industry
This person was the 1st scholar to write about how to manage workers.
These people are book ushers a business revolution by changing the way managers viewed their relationship with employees and customers. The book introduced 9 principles of management in good organizations:
1. Managing ambuiguity and paradox
2. A bias for action
3. Close to the customer
4. Autonomy and Entrepreneurship
5. Productivity through people
6. Hands on, Value driven
7. Stick to the knitting
8. Simple form, lean staff
9. Simultaneous loose-tight properties
Tom peters and Robert Waterman
This person proposed a new theory of leadership that addressed the need for leaders to have vision to communicate that vision
T or F; Social movements are seen as more spontaneous and fluid.
This refers to a type of group action that is focused on a specific political or social issue
T or F; Leaders of social movement depend on charism more than authority
This refers to systems that allow members of a specific site to learn about other members' skills and/or preferences.
Recommended textbook explanations
Myers' Psychology for the AP Course
David G Myers
Psychology: Principles in Practice
Spencer A. Rathus
Myers' Psychology for AP
David G Myers
Myers' Psychology for AP
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