BUS 200 Principles of Management Ch 1 – Flashcards
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Groups of people who work together to achieve a set of goals are called a(n):
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Organization
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The people within an organization who are responsible for supervising the organizations use of its resources are known as:
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Managers
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The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as:
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Efficiency
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The measure of the "appropriateness" of the goals selected be management for the organization and the degree to which the organization accomplishes these goals is known as:
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Effectiveness
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In what order do managers typically perform the managerial functions?
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Planning, Organizing, Leading, Controlling
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When managers motivate and assist workers to achieve organizational goals, this is an important aspect of:
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Leading
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The top management of an organization must devote more time to ______________ than lower level managers do.
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Planning and Organizing
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When an organization gives broader responsibilities for decision-making to first-line supervisors, this is called:
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Empowerment
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The ability to analyze and diagnose a problem situation and distinguish between cause and effect is called:
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Conceptual Skill
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The ability to understand, lead, and control the behavior of other workers is called:
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Human Skill
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Who founded the early study of management thought that became known as scientific management?
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F. W. Taylor
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The power to hold workers accountable for their actions and to make decisions about the use of organizational resources is known as:
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Authority
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Early "time-and-motion" studies were an important part of the work of"
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Taylor
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The "chain of command" which describes the reporting relationships of managers from the top to the bottom of the organization is known as:
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The Line of Authority
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The research studies that experimented with different levels of lighting and its impact on worker performance and fatigue are known as:
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The Hawthorne Studies
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Who proposed ,"Authority should go with knowledge...whether it is up the line or down?"
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Follett
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One of the main implications of the Hawthorne studies was that:
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worker's feelings and thought can effect performance
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all of the above
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Managers who accept the assumptions of Theory X:
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create a work setting that encourages commitment
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Managers who accept Theory Y:
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If a manager feels that his or her responsibility is to create a work setting in which subordinates consider their work to be satisfying, this manager is acting consistently with the principles of:
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Theory Y
