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59 Cards in this Set
- Front
- Back
Describe w ex, the four primary functions of management. |
Planning: select goals and ways to attain them Leading: use influence to motivate Organising: Assaign responsibility for task accomplishment Controlling: monitor activities and make corrections |
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Describe w ex, three types of management. |
Conceptual skills: see the org as a whole and realtionships human: work w and through people technical skills: understanding of prodiciency |
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D,w,e, two sources of personal power and three sources of positional power |
personal: expert power, referent power positional: legitemate power, rewards, coercive |
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d,w,e, the difference between leadership and management |
leadership: ability to influence people toward attainment of org goals management: attainment of goals through use of PLOC leader: vision, creativity, change manager: stability, order. problem solving |
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d,w,e four aspects of leadership that leadership theories focus our attention on. |
Focus on vision and mission Develop and communicate beliefs empower others show the way and do what you say |
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ex the impact of the hawthorne studies on management thinking about employee productivity |
set of experiments on worker productivity, found emotions were more important. major shift in thinkging about emplouee productivit to include human relationships (HR department) |
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C,C McGregors theory X and Theory Y assumptions about workers |
Theory X: average human has intense dislike of work and will avoid theory y: humans learn to accept and seek responsibility |
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d 2 characteristics of the stimuli and 2 characteristics of th eperceiver that can influence what an idividual employer will perceive about a prospectiev emplouee in an interveiw |
contrast: how they differ from others familiarity: how they relate to interviewer needs: what the position needed is motivations: what motivates employer |
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d,w,e the 3 factors that can influence the attribution an employee may make about a colleague |
Distincitveness consensus consistency |
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d,w,e the differences between intrinsic and extrinisic rewards |
intrinsic: satidfaction received in the process of performing a action extrinsic: reward given by another person. |
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d,w,e the differences between Herbergs motivating and hygene factors |
motivators: acheivement, recognition, responsibility hygene factor: what dis-satisfies, work conditions, pay, policies |
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d,w,e four causes of stress in the work place |
Task demands: overwork physical demands: space role demands: ambiguty interpersonal demands: relationships |
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D,w,e 'vertical teams' horizontal team a task force and virtual teams |
Vertical team: manager + subordinates, functional, multidivisonal horizontal team: deal with tasks that recur regularly or one off task force:temporary team to solve a specifivc short term problem virtual team:: uses computers fo geographically distant people collaborate |
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d the managers role in each of the 5 stages of team development. |
Forming: facillitate social interchanges storming: encourage participation and surface differences norming: helps clarify team norms and values performing: interact frequently and influence acheivement of team goal. |
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d,w,e the seven elements of the communication process. |
Encode message channel decode feedback sender reciever |
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d,w,e 2 channels of communication that have high levels of richness and two channels that have a low level of richness. |
face to face: high level, personal, fast feedback. telephone: high, personal, fast feedback. formal reports/ bulletins: low, provides record, premeditated memo's letters: low, provides record, premeditated |
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d,w,e 5 behaviours of an effective listener |
listen actively resist destractions be responsive judge content not delivery listen for ideas |
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d,w,e 5 aspects of body language we use to communicated non-verbally |
facial expression voice mannerisms posture dress |
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d,w,e, 4 individual barriers to communication |
skill facts and feelings interpretation intended meaning |
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d,w,e 5 visible artefacts of an organisations culture |
symbols: object or event that conveys meaning to others stories: narrative based on true events, shared by employees heros: role model, exemplifies character and attributes of strong corp culture slogans: expresses key corporate value ceremony: reinforce valued accomplishments |
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d,w,e 4 main industry sector classifications |
primary services manufactoring government |
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d,w,e 3 main ownership sectors |
private public community |
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d,w,e 3 main motivation secotrs |
for profit for benefit both |
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d,w,e the impact of using an open system s perspective to think about the organisation |
focus on relationships and external environment |
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d,w,e the 6 dimensions of the organisation's general environment |
technology - science, technology, knowledge socio- cultural - demographics ecomomic- wealth/ poverty legal- political- regulations/ political natural- natural reasources international- opportunities in other countries |
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d,w,e the 4 dimensions of the organisation's task environment |
customers competitors suppliers labour market |
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d,w,e the two basic straregies an organisation can adopt for dealing with environmental uncertainty |
adapt: detect and process information, forecasting influence: advertising, PR, political activity |
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d ethics and explain how eithical behaviour relates to behaviour governed by law and free choice |
the code of moral principles and values that governs the behaviour of person aor a group with respect to what is right or wrong |
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explain,w,e, utilitarian, individualism, moral- rights, and justice approaches for ethical decision making, |
utilitatian: greatest good for greatest number based on consequense individualism: individual best long term interests, free choice moral rights: best maintains the rights of people affected justice: standars of equity fairness impartially |
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e,w,e 2 outcomes of sustainable development |
environmental: resource use, energy use, pollution social: impact on communities, customers, suppliers, employees economic: profit and funding adding value for others |
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d entrepreneurship, then identify and explain 4 of the 8 myths of entrepreneurships outlined by angela howell. |
no boss: clients take place of the boss, hundreds gambler: taking risks and gambling less job security : much better chance of maintaining an income long hours: support staff to have the life style you want |
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d,w,e the key questions associated with the 3 levels of strategy |
corporate: what business are we in? business: how do we compete? functional: how do we support business strategy? |
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d,w,e the concept of care competence |
a business actibity that an organisation does particularly well in comparison to competitors |
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d,w,e the 3 key roles of management identified buy Henry Mintzberg |
Informational: through information interpersonal: through people decisional: through actions |
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d,w,e the major differences between programmed and non programed decisions |
programmed: reoccurring, decision rules, future application non programmed: made in response to a situation that is unique |
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w,e, outline the 6 steps in the managerial decision making process |
recognition: requirement analysis: causes alternatives: development selection: desired alternative implementation: chosen alternative evaluation: feedback |
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e,w,e the difference between certain and uncertain desision making context |
certain: clear goal, full information, future knownUncertain: clear goal, but sparse information and future uncertain. maybe see how programmable/non-programmable relates? |
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e,w,e, the differences between strategic goals, tactical goals and opperational goals |
strategic: senior management (organisation as a whole) tactical: outcomes for divisions and departments (sub unit level) opperational: specific and measurable results, precise. |
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d,w,e the difference between a vertical functional and a divisional organisational structure. |
vertical: similar skills, expertise and resource use. divisional: similar organisational outputs |
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d,w,e the realtinoship between authority responisbility and delegation |
authority: legitamate right, org positions, vertical hierarchy reponsibility: duty, task, activity delegation: transfer of authority and responsibility |
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d,w,e the HR planning process. |
projected matching: of individual with expected job vacancies begins with broad questions; changes in goals? new opportunities and threats? further questions; skills, vacancies, fluctuations? specific questions; what tupes? how many? supporting? |
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d,w,e the three steps in determining the desired characteristics of applicants for a specific job |
job analysis: gathering and interperting infor essentail duties job description: specific tasks and responsibles job specification: knowleged, skills, physical abilities |
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d,w,e the 4 methods of recruitment |
internal: hiring within the organisation external: ad's , graduate employment e-cruiting: online advertisment. refferals: from past employers |
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d,w,e 4 approaches to selection |
application form: info about person curriculum vitae: infor about person interviews: most common employment tests: written or computer based, measure attribute assessment centres: simulated mangenial tasks |
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d,w,e 4 types of questions that are inappropriate or illegal to ask in a n interview context |
applicants ancestory/ehtnicity race or colour of skin if applicant has an physical or mental defects applicatns religious affiliation applicants age |
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d,w,e four training methos used in organisations |
mentoring: guides and supports, general development. coaching: specific skills, direction, instruction and training apprenticeship group meeting: instructor |
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d,w,e the performance appraisal process |
the process of observing and evaluating an emplouees performance, recording the assessment and providing feedback to the employee, managers evaluate people based on scores. A= outstanding B= high/middle performance c= need of improvement many companies routinely fire bottom 5-10% to improve performance short term. |
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c,c, the 2 main ways that the amount of compensation an employee receives will be calculated |
job evaluation: value of job, job context pay for performance: incontive pay, effort and performance main purpose to attract, retain and motivate |
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d,w,e three primary and 3 secondary dimensions of diversity |
primary: gender, age, ethnicity/ lifelong impacts secondary: education, income, beliefs/ aquired or change |
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e the difference between ethnocentrism , monoculture, ethnorelativeism and pluralism |
Ethnocentrism: belief that ones own group/subculture is superior monoculture: only one way to do things ethnorealtismL groups and subcultures equal pluralism: several subcultures in the organisation |
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d the three approaches an organisation can take tp develop more inclusive practices |
changing corporate culture: values and symbols changing structure and policies: recruitment. diversity training: awareness |
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d,w,e the 5 aspects fo the general approach scientific management takes for improving labour productivity |
developed standard method for performing each job selected workers with appropriate abilities each job trained workers in standard method supported workers by planning and eliminating interpitations provided wage incentives to workers for output |
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e,w,e the basic difference between a manufacturing organisation and a service organisation |
manufacturing: produces physical goods services: produces non- physical output, require customer involvement. |
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d,w,e, two forms of production inputs |
transforming resources: transform info, material or people transformed resources: treated transformed or converted |
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d,w,e the 4 most common facility layouts used for the actual production of a good or service |
process layout: machines/ tasks grouped together, some function product layout: sequence of tasks, single prodyct, stages cellular layout: sequences of production, seporate cells fixed position layout: person remains in one place, machine moves |
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d why an organisation needs to balance capacity with demand |
capacity: the dtermination and adjustment of the organisation's ability to produce product and services to match customer demand |
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d,w,e 3 types of organisation al control focus
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feedforward control anticipates problems - drug yesting, inspect raw material, hire college grads concurrent control solves problems as they happen - adaptive culture, qualing management employee self control feedback control solves problems after they occur - analyse sales per employee, inspection, survey inputs ongoing processes outputs |
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d,w,e the 3 types of inventory |
finished goods inventory: complete not yet sold work in progress investory: moving through production raw materials investory- basic inputs |
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d,w,e the concept of a supply chain |
managing the squence of suppliers and purchasers convering all stages of processing from obtaining raw materials to distributing finished good to final consumers |