Ch 9 Management Principles – Flashcards
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____________ departmentalization occurs when organization units are defined by the nature of the work being performed.
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Functional
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Which of the following activities would be considered part of the INTERPERSONAL role of a manager?
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hiring and training staff
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The assignment of various activities or tasks to different units or people is termed
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departmentalization.
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Line and staff positions differ in that
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line positions have supervisory responsibility; staff positions have advisory responsibility
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The term efficiency means
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achieving outcomes with minimum inputs.
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Policies are important in organizations because they
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provide a general guide for organizational behavior.
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_____________ specify action by stating what must or must not be done in an organization.
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Rules
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Technical skill
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is most important at the start of one's management career
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"Span of management" refers to
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the number of people that one manager can effectively manage.
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Managment
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process of integrating resources for accomplishment of objectives
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organization
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group of people working together in a strucutred and coordinated way to achieve goals
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Authority
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delegation from top to lower levels of mgmt and the right of managers to direct others and take action bc of their position
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Accountability
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a state of being responsible to one's self, to some organization, or even to the public Ef
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Efficiency
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Doing things right
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effectiveness
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doing the right things
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Manager types
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general manager is responsible for all activities in unit. Functional manager is responsible for one area.
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Interpersonal roles
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1)role as figurehead (representational responsibility of mgmt. ceremonial duties); 2) leader role (hiring and training.) 3) Liaison (deals with people in and out of org)
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Informational roles
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1) Monitor - looks for new information constantly to become more effective 2) Disseminator - transmits info to subordinates 3) Spokesperson - transmits info to people in and out of org
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Decisional roles
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1) Entrepreneur (changing biz) 2) Disturbance handler - example: strike; failure of supplier to deliver 3) Resource Allocator - decides how and to whom the resources of the org will be distributed 4) Negotiator
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Rules
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Specification of action, stating what must or must not be done.
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Organizing
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mgmt function of grouping activities, delegating authority and coordinating relationships, horizontally and vertically.
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Staffing
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Management function of determining the appropriate number of employees needed by the org for the work that must be accomplished.
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Directing
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mgmt function of directing human resources for the accomplishment of objectives
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Controlling
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mgmt function of ensuring that plans are being followed
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Participative mgmt
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involving employees in the decision making process
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leadership
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process of influencing the activities of an individual or a group in efforts toward goal achievements
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Vertical division of labor
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- establishment of lines of authority. In centralized org, most decisions are made at top and lower level managers have limited discretion in decision making
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Horizontal division of labor
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groups employees at similiar levels in the org, allowing them to work together more easily.
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matrix
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used for special projects. Experts from a variety of departments are pulled together to work with a project manager
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Formal authority
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authority that exists because of position in the org
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Acceptance authority
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authority based on the employee's acceptance of that authority
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authority of competence
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authority based on a manager's competence or expertise
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Departmentalization
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process of grouping jobs according to some logical arrangement. There is functional (by nature of work); geographic departmentalization (national restaurant chains); type of customers served
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Line position
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a position in the direct chain of command
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staff position
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position intended to provide expertise, advice and support for line positions.
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Globalization
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interaction among people and organizations of different nations
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Accountability
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a state of being responsible to one's self, to some organization, or even to the public
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authority
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delegation from top to lower levels of mgmt and the right of managers to direct others and take action because of their position
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chain of command
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clear and distinct lines of authority within an organization - who reports to whom
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conceptual skill
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the ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts
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controlling
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mgmt function of ensuring that plans are being followed
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coordination
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process of linking activities of various departments in the organization
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corporate culture (organizational culture)
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shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together
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delegation
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process of assigning job activities and authority to a specific employee within the organization
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departmentalization
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process of grouping jobs according to some logical arrangement
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directing
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mgmt function of directing human resources for the accomplishment of objectives
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formal authority
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authority that exists because of position in the organization
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functional manager
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responsible for only one area of organizational activity
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general manager
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responsible for all the activities of a unit
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globalization
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interaction among people and organizations of different nations
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line position
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a position in the direct chain of command
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mgmt
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process of integrating resources for accomplishment of objectives
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method
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details for one step in a process
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objectives
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goals, or end points, set the direction for all managerial planning
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organizing
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mgmt function of grouping activities, delegating authority, and coordinating relationships, horizontally and vertically
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participative mgmt
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involving employees in the decision-making process
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planning
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mgmt functions of determining in advance what should happen
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policies
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the guidelines for action in an organization
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policy
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general guide to organized behavior developed by top-level mgmt
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politics
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art or science of influencing others or holding control
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procedures
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chronological sequence of activities, define steps for implementation
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quota
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a specified amount that can be produced
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responsibility
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the obligation to perform an assigned activity or see that someone else performs it
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rules
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specification of action, stating what must or must not be done
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skill
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an ability that can be developed and that is manifested in performance
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social responsibility
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an organization's responsibility to society that extends beyond its profit generation
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span of mgmt (span of control)
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number of employees that can be effectively supervised by one manager
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staff position
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position intended to provide expertise, advice, and support for line positions
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staffing
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mgmt functions of determining the appropriate number of employees needed by the organization for the work that must be accomplished
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strategic planning
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a contiuous and systematic process in which people make decisions about intended future outcomes, how outcomes are to be accomplished, and how success is measured and evaluated
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subsidy
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government payments to domestic producers to make their product more competitive in the market
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tariffs
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government taxes on products shipped internationally
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technical skill
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involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods of techniques. Human (or interpersonal) skill. Concerns working with people and understanding their behavior.
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