Intro to Management Chapter 1

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  1. The process of working with and through others to achieve organizational objectives in a changing environment
  2. A central element in the process of management that entails achieving a stated organizational objective
  3. A central element in the process of management that balances the amount of resources used to achieve an objective against what was actually accomplished
  4. Controversial practice of sending jobs to low-wage countries
  5. Meeting today's needs without sacrificing future generations' needs
  6. Global network of servers and personal and organizational computers
  7. Collaborative Internet tools such as Facebook, YouTube, and Twitter featuring end-user Web content
    Social media
  8. General administrative duties that need to be carried out in virtually all productive organizations to achieve desired outcomes
    Managerial functions
  9. Specific observable behaviors that effective managers exhibit
    Managerial skills
  10. An independently owned and managed profit-seeking enterprise with fewer than 100 employees
    Small business
  11. Process of
  12. Process of pursuing opportunities without regard to resources currently under one's control
  13. The only certainty today is ____
  14. 5 components of management
    • 1. working with and through others
    • 2. achieving organizational objectives
    • 3. balancing effectiveness and efficiency
    • 4. making the most of limited resources
    • 5. coping with a changing enviornment
  15. 4 problems managers who got derailed had
    • 1. inability to change and adapt during a transition
    • 2. inability to build and lead a team
    • 3. inability to meet business objectives
    • 4. inability to deal with interpersonal relationships
  16. When trying to balance effectiveness and efficiency

    too much emphasis on effectiveness
    The job gets done but limited resources are wasted
  17. When trying to balance effectiveness and efficiency:
    too much emphasis on efficiency
    The job does not get done, because available resources are underutilized
  18. When trying to balance effectiveness and efficiency:
    balanced emphasis
    The job gets done, and limited resources are not wasted.
  19. Productivity improvement
    a favorable ratio between inputs and outputs
  20. Sustainability
    The constant struggle to balance effectiveness and efficiency
  21. Derailed
    (ex: derailed managers)
    Those who had not lived up to their peers' and superiors' high expectations.
  22. Emphasis on quality has evolved through four distinct stages, in which order?
    Fix-it-in > Inspect-it-in > Build-it-in > Design-it-in
  23. Rework any defective products identified by quality inspectors at the end of the production process
  24. Have quality inspectors sample work in process and prescribe machine adjustments to avoid substandard output
  25. Make everyone who touches the product responsible for spotting and correcting defects. The emphasis is on identifying and eliminating causes of quality problems.
  26. Intense customer and employee involvement drives the entire design-production cycle. The emphasis is on continuous improvement of personnel, processes, and product.
  27. A common label for the build-it-in and design-it-in approaches to quality
    Total quality management
  28. TQM
    total quality management
  29. 8 functions to manage effectively and efficiently
    • 1. Planning
    • 2. Decision making
    • 3. Organizing
    • 4. Staffing
    • 5. Communicating
    • 6. Motivating
    • 7. Leading
    • 8. Controlling
  30. Planning
    Referred to as the primary management function.
  31. Three skill category of managerial skills
    • Technical
    • Teambuilding
    • Drive
  32. Technical managerial skill
    Applying your education, training, and experience to effectively organize a task, job, or project.
  33. Teambuilding managerial skills
    Listening carefully and communicating clearly to develop and coordinate an effective group or team
  34. Drive managerial skill
    Setting goals, maintaining standards, and evaluating performance to achieve effective outcomes involving costs, output, product quality, and customer service.
  35. Examples of technical managerial skills
    • Technical expertise
    • clarification of goals and objectives
    • problem solving
    • imagination and creativity
  36. Examples of drive managerial skills
    • standards of performance
    • control of details
    • energy
    • exerting pressure
  37. Technical expertise
    skills you have acquired by education and experience; to understand and communicate key technical details
  38. clarification of goals and objectives
    your ability to organize and schedule the work of your unit so it is achieved when expected and meets established standards
  39. problem solving
    your ability to resolve issues you confront in the day's wok; to develop team collaboration in facing problems
  40. Imagination and creativity
    you demonstrate an ability to originate ideas, to correct and develop ways to improve productivity
  41. listening for insights
    keeping aware of activities of your team and units close to you; underpinning your ability to continue being a manager
  42. directing and coaching
    meeting your goals and standards; keeping your team's skills up to target level
  43. solving problems as teams
    an important role is helping your team contribute ideas to improve their performance
  44. coordinating and cooperating
    demonstrating a willingness to work with others; your group, individuals, and units close to you
  45. standards of performance
    your effort to keep your part of the organization moving your willingness to be busy and keep aimed toward new accomplishments
  46. control of details
    overseeing the performance of work at a close level, to meet performance goals and standards
  47. energy
    demonstrating to your team and colleagues a readiness and willingness to work and that you expect their cooperation
  48. exerting pressure
    Urging others to perform, by shaping your activity to be perceived as teamwork, not domination
  49. The school of hard knocks makes up what percentage of how managers learn
  50. Relationships make up what percentage of how managers learn
  51. Formal training and education makes up what percentage of how managers learn
  52. To acquire the ability to manage you must use _____ and _____
    theory, practice
  53. 5 biggest changesĀ  in management
    • Globalization
    • The evolution of product quality
    • Environmentalism and sustainability
    • An ethical reaqakening
    • The internet and social media revolution
Card Set:
Intro to Management Chapter 1
2014-08-28 00:38:33
Chapter 1 test prep
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