mgmt flashcards

64 flashcards · Psychology · by Amber Cordingley

1. list the 10 dimensions of mgmt jobs set out by Mintzberg. What were the three areas he grouped them in?

   the figurehead: performs ceremonial duties the leader: responsibility for the work of subordinates, motivating employees and exercising formal authority the liaison: making contacts outside the vertical chain of command inc peers in other departments and govt / trade org rep the monitor: scans the environment to collect new info the disseminator: passing on privileged info directly to subordinates the spokesperson: sharing info with people outside their organisation the entrepreneur: seeks to i…

2. key functions of mgmt as outlined by fayol

   Planning Organising Commanding Coordinating Controlling: involves four steps establish performance stds based on org objectives measure and report on actual perf compare results with perf and standards take corrective measures or preventative when and as needed

3. Explain how management theory and management practice are related and work together

4. What differences are there between an initial business plan and the ongoing process of planning in a bus/ org?

   an initial business plan considers the viability of the business- market, sales income, cost , potential profit etc. ongoing those things are important but there is a lot more detail such as order schedules, work schedules, forecasting demand, getting paid etc.

5. Who was frederick taylor and what was his contribution to management thinking?

   Contributions to the classical school of thought and considered the "father" of Scientific Mgmt Mgmt was changing and needed scientific study to test and develop methods of productivity The principle object of management should be to secure maximum prosperity for the employee and employee , interests align Experiment centered around Steel study > people who met targets paid more , others fired

6. what are the levels of planning set out by drucker

   strategic; usually by higher level management and sets out the organisational goals tactical; usually dealt with by middle management and involves management of teams, delegation of tasks etc. operational; usually dealt with by lower level management and involves measurable things such as quality and performance control to make sure employees are meeting the set objectives and tasks

7. Explain briefly what management by objectives is and how it works

   Management by objectives deals with the delegation of tasks such that individuals have defined responsibility for clear tasks and incorporates feedback on performance and active appraisals related to rewards SMART objectives

8. what is a vision or mission statement and why do companies have them

9. What does SMART stand for and explain briefly what the terms mean in the context of management by objectives

   Specific; objectives should specify what they want to achieve i.e. achieve 3% market share in 12 months Measurable; should be able to measure whether you are meeting the objectives or not Achievable; are they attainable; does the company have the resources? Realistic; can you realistically achieve the objective with the resources you have Time based; when do you want to achieve it by

10. Briefly explain what SWOT analysis is and why its used

    Strengths Weaknesses Opportunities Threats it is used because it helps to minimise the effect of weaknesses in the business while maximising the strengths , it allows managers to assess everything that impacts the success of a new project and therefore act accordingly

11. Explain briefly was PESTLE or PEST analysis is and why it is used

    Political Economic Social Technical Legal Environment it is used as a tool for structuring external gaze aka environmental scanning

12. Outline the key points of the Boston consulting group product matrixn

    invest; star bail out; question cash cow; liquidate ; dog helps you to see which products should be replaced and focus effort on areas of future gain

13. porters five forces

    competition levels barriers to entry power of buyers substitution power of suppliers

14. list 4 big challenges for organisations and businesses in the 21st century

    monitoring performance regulation and compliance technology; vital for companies to be innovative customer service knowing when to embrace change

15. scalar principle unit of command

    scalar principle; states there should be a clear line of authority unity of command; every employee should have one manager only

16. concept of delegation

    it is the practice of turning over tasks and / or authority to employees or subordinates

17. webers view of bureacratic organisation

    task specialisation authority hierarchy formal selection rules and requirements impersonal career orientation

18. list and briefly illustrate three ways of organising a business

    vertical/ functional ; grouped into formal work units divisional; groups people together who work on the same product matrix ; combines functional and divisional

19. What is a team based structure

    entire org comprised of teams with minimal hierarchy outside teams

20. briefly explain how a divisionally org business works

    groups people together who work on the same product, process, customer base, georgraphic location duplicates some functions for each division

21. briefly explain how a networked org structure

    extend collaboration beyond the org interconnected groups with permeable boundaries outsourced functions coordinated by a small headquarters function

22. list and briefly explain/ illustrate 2 adv and 2 problems with matrix org structure

    adv- clear articulation of project objectives workable way of integrating project objectives with functional objectives efficient use of limited human resources rapid info flow disadv increases org complexity two-boss problems difficulty establishing priorities inc mgmt overhead costs

23. outline main stages in lewins model of change and give an example to illustrate

    unfreeze ; involves prepare org to accept change is necessary change ; the change is where employees start to resolve uncertainty and look for new ways to do things refreeze; helps to internalise changes example;

24. 4 principle roles of HR department

    forecast and plan staff needs (strategy) attract and select applicants for jobs retain and manage staff retain and develop talent

25. briefly explain how globalisation can set challenges for HR functions in org

    uses up finite resources more quickly inc support for its current staff ; e.g. visas etc. cultural differences

26. diversity and inclusivity

    age, gender, race, disability, pay level

27. virtualisation

    can be used to control, de-skill and oppress

28. term 'knowledge worker'

    a person whose job involves handling or using info

29. brief example of four areas where employers may need to manage a diverse workforce

30. what is meant by personological theory of leadership

    leaders are born not made and therefore need to be selected

31. list and briefly explain 4 traits which have been identified with leaders in trait studies

    open to feedback work well with systems self- knowlege focus their efforts

32. theory x + theory y

    theory x- most employees don't like working and avoid it as much as possible , managers need to control, threaten punishment , most employees prefer to be directed, avoid responsibility and have low ambition theory y- employees like to seek work enjoy working towards goals, rewards, seek responsibility, av persons potential is only partially realised

33. blake moton managerial grid- concern for task and concern for people

    concern for task; degree to which a leader emphasises concrete objectives, organisational efficiency and high productivity when deciding how best to accomplish a task concern for people; degree to which a leader considers team members needs interests and areas of personal development when deciding how best to accomplish a task

34. situational leadership model hersey and blanchard

    focuses on followers rather than wider workplace circumstances asserts that leaders should change behaviour according to type of followers proposes a continuum or progression of leadership adaptation in response to development of followers

35. briefly explain the concepts of transformational leadership servant leadership emotional intelligence in leadership

    defined as leadership that czuses change in individuals and social systems; creates valuable and positive change dev followers into leaders ideally listening; empathy; healing; awareness; persuasion; conceptualisation; foresight; stewardship; commitment to growth of people; building community leaders lead by example, confident, honest, clear , decisive, good communicators, empathetic, influential

36. belbin team roles- three categories

    shaper challenging, energetic, enjoys pressure, drive to overcome obstacles implementer efficient, disciplined, methodical and reliable competer- finisher; conscientious, painstaking, worry-prone.

37. list scales of the big five personality inventory or dimension of the myer briggs personal type indicator test

    conscientiousness extraversion introversion agreeableness neuroticism OCEAN

38. Stages tuckman suggested teams go through with a brief explanation of how affect performance

    forming storming norming performing adjourning

39. 'adjourning' stage of team development

    well-being, ensures time for evaluation

40. BRIC and MINT countries

    Brazil , Russia, India, China; potential powerhouses of the world economy Mexico ,Indonesia, Nigeria, Turkey as emerging economic giants

41. 2 ways multinational companies coming from emerging economies are different from 'old world' counterparts

    tend be state-owned or recently privatised and are aquisited

42. total quality management and name two tools which can be used

    philosophy seeks to integrate all organisational functions to focus meeting customer needs and org objectives employee empowerment mgmt commitment fact based decision making continuous improvement customer focus tools; identify target audience competition analysis market analysis productivity changes financial analysis business structure model creation e.t.c.

43. 'human relations school of management'

    researched belief that people desire to be part of a supportive team that facilitated development and growth individual attention and recognition aligns with HR theory

44. what is meant by scientific management

    analyses and synthesizes workflows ; objective improving economic efficiency especially labor productivity

45. groupthink

    psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results inn ann irrational or dysfunctional decision making outcome

46. cautious shift and risky shift

    individual in a group makes a cautious shift risky shift ; tendency for people to make more daring decisions in a group because less accountability

47. globalisation

    the process by which org develop international influence operating on an international scale . e.g. global news networks such as CNN

48. industrial developments or school of mgmt thought is Henry Ford associated with

    fordism; standardisation of product employment of assembly lines workers paid higher living wages important as it is attributed to the industrial revolution major success

49. 4D stages of life of project

    initiation planning execution closure

50. 'black swan' events problem for planning and control

    deviates beyond what is normally expected and extremely difficult to predict ; they are random and unexpected financial crash of the housing market in the US (2008)

51. Project initiation document

    ref point throughout entire project for a client and the project team ; defines object , scope, purpose and deliverables to be produced.

52. risk management matrix

    based on two criteria; likelihood; the probability of risk consequences; the severity of the impact or the extent of damage cause by the risk

53. iron triangle in project management

    model of the constraints of project management while its origins ar eunclear it has been used. the quality of work is constrained between budget, deadlines and scope

54. four ways business make use of info technology

    source of support and security link to the world ; comms increased customer segmentation decreasing costs and increasing utility

55. hawthorne experiments

    that lighting , work breaks and pay incentives would increase employee productivity

56. outline the work of maslow on motivation

    hierarchy of needs theory ; physiological needs secuirty needs belongingness esteem needs self actualisation needs

57. conformity in group processes

    involves changing ones behaviour in order to fit in with the group

58. 2 main school of mgmt thought

    classical humanist modern

59. 2 views contingency approaches

    analytical situational

60. input, process, output

    widely used approach in system analysis describing the structure of an information processing program

61. follow up

    providing feedback reinforcing good performance

62. ryanair r

    reputation recovery; image overhaul ; digital drive; competitive adv

63. virtualisation of work

    process of runnning multiple virtual machines on a single phsycial machine i.e. computer; each virtual machine is its own environment

64. mgmt challenges 21st century

    collapsing birthrate in dev world shifts in dist of disposable income redefine corp perf global competitivness grown incongruence between econ n pol reality