PM ch1 t1 Aa Management

Characteristics to forge a successful , gratifying career:

1. Be both a specialist and a generalist 2. Be self reliant (keys to career management table 1.4) 3. Be connected 4. Actively manage your relationship with your organization 5. Survive and thrive t1 ch1 Management 23-26

Systemic management goals are achieved through:

1. Careful definition of duties and responsibilities 2. Standardized techniques for performing these duties 3. Specific means of gathering, handling, transmitting, and analyzing information 4. Cost accounting, wage, and production control systems to facilitate internal coordination and communications t1 ch1 Management A36

4 contingencies of management:

1. Circumstances in the organizations external environment 2. The internal strengths and weaknesses of the organization 3. The values, goals, skills, and attitudes of managers and workers in the organization 4. The types of tasks, resources, and technologies the organization uses t1 ch1 Management A41

4 managerial actions:

1. Delivering strategic value (planning) 2. Building a dynamic organization (organizing) 3. Mobilizing people (leading) 4. Learning and changing (controlling) t1 ch1 Management Pg 25 Figure 1.2 See traditional functions of management pg16

Fayols 14 principles of management:

1. Division of work 2. Authority 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to the general interest 7. Remuneration 8. Centralization 9. Scalar chain 10. Order 11. Equity 12. Stability and tenure of personnel 13. Initiative 14. Esprit de corps t1 ch1 Management A38 Table A.1

4 (of the 10) key activities in decisional roles:

1. Entrepreneur 2. Disturbance handler 3. Resource allocator 4. Negotiator t1 ch1 Management Pg21 Table 1.3

The 4 fundamental management principles:

1. Fanatically 2. Rigorously 3. Consistently 4. Discipline t1 ch1 Management 16

Success requires:

1. High standards 2. Self confidence in competitive situations 3. A willingness to keep growing and learning new things 4. Think strategically 5. Discern and convey your business vision 6. Make decisions 7. Work in teams 8. Deliver competitive advantage 9. Thrive on change t1 ch1 Management Pg26

Classical approaches as a whole were criticized because they (2):

1. Ignored the relationship between the organization and its external environment 2. Usually stressed one aspect of the organization or its employees at the expense of other considerations t1 ch1 Management A41

Managing for competitive advantage- the 5 fundamental success drivers are:

1. Innovation 2. Quality 3. Speed 4. Speed 5. Cost competitiveness t1 ch1 Management 11-14

Managers spend their time engaging in 10 key activities or roles, falling into 3 categories:

1. Interpersonal roles 2. Informational roles 3. Decisions roles t1 ch1 Management Pg 21 Table 1.3

3 (of the 10 total) key activities in interpersonal roles:

1. Leader 2. Liaison 3. Figurehead t1 ch1 Management Pg 21 Table 1.3

Fredrick Taylor identified 4 principles of scientific management:

1. Management should develop a precise, scientific approach for each element of ones work to replace general guidelines 2. Management should scientifically sleet, train, teach, and develop each worker so that the right person has the right job 3. Management should cooperate with workers to ensure that jobs match plans and principles 4. Management should ensure an appropriate division of work and responsibility between managers and workers t1 ch1 Management A37

3 ( of the 10 total) key activities in informational roles:

1. Monitor 2. Disseminator 3. Spokesperson t1 ch1 Management Pg21 Table 1.3

The fundamental of management principles include the 4 traditional functions of management:

1. Planning 2. Organizing 3. Leading 4. Controlling t1 ch1 Management 16-18

4 Contemporary approaches to management:

1. Quantitive management 2. Organizational behavior 3. Systems theory 4. Contingency perspective t1 ch1 Management A40

5 Classical approaches in mangment:

1. Systemic management 2. Scientific management 3. Administrative management 4. Human relations 5. Bureaucracy t1 ch1 Management A35

3 types of management skills:

1. Technical skill 2. Conceptual and decision skills 3. Interpersonal and communication skills t1 ch1 Management 21-22

3 different organizational levels of managers:

1. Top level managers (aka strategic managers) 2. Middle level managers (aka tactical managers) 3. Frontline managers (aka operational managers) t1 ch1 Management 18-20

Vocabulary- A classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance

Administrative management a38 t1 ch1 Management

Vocabulary- A classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization

Bureaucracy a39 t1 ch1 Management

Vocabulary- Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members

Conceptual and decision skills 21 t1 ch1 Management

Having many good working relationships and interpersonal contacts and being a team player with strong interpersonal skills

Connected t1 ch1 Management 24

Vocabulary- Factors that determine the appropriateness of managerial actions

Contingencies a41 t1 ch1 Management

Vocabulary- An approach to the study of management proposing that the managerial stratifies, structures, and processes that result in high performance depend on the characteristics, or important contingencies , or the situation in which they are applied

Contingency perspective a41 t1 ch1 Management

Vocabulary- The management function of monitoring performance and making needed changes

Controlling 18 t1 ch1 Management

Vocabulary- Keeping costs low in order to achieve profits and be able to offer prices that are attractive to customers

Cost competitiveness 14 t1 ch1 Management

Vocabulary- Reductions in the average cost of a unit of production as the total volume produce increases

Economies of scale a35 t1 ch1 Management

To achieve organizational goals:

Effective t1 ch1 Management 16

Good managers do things both:

Effectively and efficiently t1 ch1 Management 16

To achieve goals with minimal waste of resources:

Efficient t1 ch1 Management 16

Vocabulary- The skills of understanding yourself, managing yourself, and dealing effecting with others

Emotional intelligence 22 t1 ch1 Management

T/F-Speed, in the competitive busies world, is secondary to product packaging

False 14 t1 ch1 Management

T/F- Efficiency is far more important than effectiveness is today's competitive environment

False 16 t1 ch1 Management

T/F- To be efficient is to achieve organizational goals. To be effective is to achieve goals with minimum waste of resources

False 16 t1 ch1 Management

T/F- Small organizations do not have to pay close attention to the controlling function to be successful

False 18 t1 ch1 Management

T/F-Top managers are also called tactical managers since they must translate the general goals into specific objectives and activities

False 18 t1 ch1 Management

T/F-Interpersonal skills are most important early in your career, whereas technical skills are important as you rise higher in the company

False 22 t1 ch1 Management

T/F- In or around 1100 B.C., the Japanese were practicing the 4 management functions of planning, leading, organizing, and controlling

False A-35 t1 ch1 Management

T/F-The management profession as we know it today is actually very old

False A-35 t1 ch1 Management

T/F-During the first stage of the Hawthorne Studies, various working conditions were altered to determine the effects of these changes on productivity. The results reflected no change in productivity.

False A-39 t1 ch1 Management

T/F-Geert Hofstede introduces a second approach to management know as scientific management

False A-39 t1 ch1 Management

T/F-A classical approach to management is quantitative management that emphasizes the application of quantitative analysis to management decisions and problems

False A-40 t1 ch1 Management

T/F- Unity of command is the principle that fairy discipline and order enhance employee commitment

False pg A-38 t1 ch1 Management

T/F- Collaboration can occur between but not within organizations

False pg10 t1 ch1 Management

Vocabulary- Lower level managers who supervise the operational activities of the organization

Front line managers 19 t1 ch1 Management

Knowing enough about a variety of business discipline so that you can think strategically and work with different perspectives

Generalist t1 ch1 Management 23

Vocabulary- People's reactions to being observed or studies resulting in superficial rather than meaningful changes in behavior

Hawthorne effect a39 t1 ch1 Management

Vocabulary- A classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance

Human relations a38 t1 ch1 Management

Vocabulary- The introduction of new goods and services

Innovation 12 t1 ch1 Management

Vocabulary- People skills; the ability to lead, motivate, and communicate effectively with others

Interpersonal and communication skills 22 t1 ch1 Management

Vocabulary- Practices amines at discovering and harnessing an organizations intellectual resources

Knowledge management 9 t1 ch1 Management

Vocabulary- The management function that involves the managers efforts to stimulate high performance by employees

Leading 17 t1 ch1 Management

Vocabulary- The process of working with people and resources to accomplish organizational goals

Management 16 t1 ch1 Management

Vocabulary- Managers located in the middle layers of the organizational hierarchy, reporting top level executives

Middle level managers 19 t1 ch1 Management

Vocabulary- A contemporary management approach that studies and identifies management activities that promote employee effectiveness by examine the complex and dynamic nature of the individual, group, and organizational processes

Organizational behavior a40 t1 ch1 Management

Vocabulary- The management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals

Organizing 17 t1 ch1 Management

Vocabulary- The management function of systemically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue

Planning 16 t1 ch1 Management

Vocabulary- The excellence of your product (goods for services)

Quality 12 t1 ch1 Management

Vocabulary- A contemporary management approach that emphasized the application of quantitative analysis to managerial decisions and problems

Quantitive management a40 t1 ch1 Management

2 types of relationships with your organization:

Relationship #1 is one in which you view yourself as an employee, and passively expect your employer to tell you what to do and give you pay and benefits Relationship #2 is a two way relationship in which you and your organization both benefit from one another t1 ch1 Management Pg24-25 Figure 1.1

Vocabulary- A classical management approach that applies scientific methods to analyze and determine the "one best way" to complete production tasks

Scientific Management a37 t1 ch1 Management

To take full responsibility for yourself, your actions, and your career

Self reliant t1 ch1 Management 23

Vocabulary- Goodwill stemming from your social relationships

Social capital 24 t1 ch1 Management

To be an expert at something

Specialist t1 ch1 Management 23

Vocabulary- Fast and timely execution, response, and delivery of results

Speed 14 t1 ch1 Management

Vocabulary- A classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to to achieve established goals and plans

Systemic management a36 t1 ch1 Management

Vocabulary- A theory stating that an organization is a managed system that changes input into outputs

Systems theory a41 t1 ch1 Management

Vocabulary- The ability to perform a specialized task involving a particular method or process

Technical skill 21 t1 ch1 Management

Vocabulary- Senior executives responsible for the overall management and effectiveness of the organization

Top level managers 19 t1 ch1 Management

T/F- As of the year 2000, the net amount of money made by all U.S. Airline companies was zero

True 11 t1 ch1 Management

T/F-Frontline managers often have titles such as supervisor or sale manager

True 19 t1 ch1 Management

T/F- Emotional intelligence involves the skills of understanding yourself, managing yourself, and dealing effectively with other

True 22 t1 ch1 Management

T/F-As mangers rise through an organization, they will probably rely less on their technical skills

True 22 t1 ch1 Management

T/F-The 4 key elements that make the current business environment different from the past include globalization, technological change, the importance of knowledge and ideas, and collaboration across organizational boundaries.

True 6 t1 ch1 Management

T/F- The systematic management approach attempted to build specific procedures and processes into operations to ensure coordination of effort

True A-36 t1 ch1 Management

T/F- Max Weber, a German sociologist, believed that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experience, and goals

True A-39 t1 ch1 Management