Admin Ch5

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  1. Skills of Successful Managers
    • Technical skills
    • Interpersonal skills
    • Conceptual skills
    • Decision-making skills
    • Time management skills
  2. Stages of Decision Making
    • 1. Identify problems
    • 2. Generate alternative solutions
    • 3. Evaluate the alternatives
    • 4. Choose and implement in a plan of action
    • 5. Evaluate the decision.
    • back to 1.
  3. What Tasks Do Managers Perform?
    • Planning-Setting Goals
    •    -Developing Stategies
    •    -Determining Processes
    • Leading-Guiding and Motivating
    •    -Achieving Milestones
    •    -Maintaining Focus on Vision
    • Organizing - Allocating Resources
    •    -Creating Organizational Structure
    •    -Recruiting and Placing Employees
    • Controlling - Measuring Results Against Goals
    •    -Monitoring Performance
    •    -Rewarding
  4. SMARTER
    • Specific
    • Measurable
    • Acceptable
    • Realistic
    • Timely
    • Extending(the capabilities of those working to achieve the goals)
    • Rewarding
  5. Strategic plans
    • the main courses of action
    • created by top-level managers
    • set the approach for achieving the long-term goals and objectives of the organization.
    • Simply put, a strategic plan points the organization to where it wants to be in the future and identifies how it’s going to get there.
    • -Acts as a framework for decisions
    • -Assists in setting corporate benchmarks
  6. Tactical plans
    • specifically determine the resources and the actions required to implement particular aspects of the strategic plan.
    • Middle management
    • generates tactical plans to carry out the goals determined by the strategic plan.
    • made with a one- to three-year horizon in mind.
  7. operational plan
    • the specifics of carrying out tactical plans are spelled out. First-line managers precisely determine the process by which tactical plans can be achieved.
    • depend on daily or weekly schedules
    • focus on specific departments or employees.
  8. Contingency planning
    • Middle Management
    • is a set of plans that ensures that the organization will run as smoothly as possible during an unexpected disruption.
    • depend on the size and function of the company and the magnitude of crisis
    • details internal and external communication procedures
    • determines which departments are most vital during a crisis.
  9. The Managerial Pyramid
    • Top managers: President, CEO, CFO, COO, CIO
    • Middle managers: Controller, Sales manager, marketing manager, operations manager
    • First-line managers: supervisors, department heads
  10. Top managers: President, CEO, CFO, COO, CIO
    • Generate strategic plans,
    • long-term goals,
    • mission statement,
    • vision for the organization
    • establish the culture and inspire employees
  11. Middle managers: Controller, Sales manager, marketing manager, operations manager
    • tactical planning
    • coordinating specific plans with the established strategic vision
  12. First-line managers: supervisors, department heads
    • carry out operational planning
    • supervising employees involved in daily operations
  13. organizational chart
    An organizational chart shows how groups of employees fit into the larger organizational structure.
  14. Leading is
    • Leading is the process of influencing, motivating, and enabling others to contribute to the success and effectiveness of the organization by achieving its goals.
    • Peter Drucker:
    • “Management is doing things right;   leadership is doing the right things.”
  15. What makes a good leader?
    • 1. Challenge the process
    • 2. Model the way
    • 3. Inspire a shared vision
    • 4. Encourage the heart(by, showing appreciation,...)
    • 5. Enable others to act
  16. Traits of Effective Leadership
    • Determination
    • Inspiration  
    • Flexibility and empathy
    • Innovativeness
    • Honesty
    • Self-confidence 
    • Knowledge and Competence
  17. Leadership Styles
    • Democratic
    • Autocratic
    • Affiliative
    • Visionary
  18. Controlling
    the process by which managers measure performance and make sure the company’s plans and strategies are being properly carried out.
  19. Measuring Performance
    • Reporting tools: financial statements, sales reports, quality measures.
    • Total quality management: integrated approach focusing on quality from beginning of the production process up through managerial involvement to detect and correct problems.
    • Six Sigma:statistically-based, proactive, long-term process designed to look at the overall business process to prevent problems.
  20. The Control Cycle
    • 1. performance standards are set
    • 2 performance is measured and compared against the standard
    • 3. adjustments are made
    • 4. perform corrective action
    • 5. re-evaluate performance standards
    • 6. and the cycle begins again.

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Author:
slc53
ID:
324714
Filename:
Admin Ch5
Updated:
2016-10-19 16:10:29
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Admin Ch5
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Admin Ch5
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