Flashcards: Management test questions

The organisation and coordination of the activities of a business in order to achieve defined objectives.

resources-> (planning, organising, leading, controlling)-> performance

defining goals for future organisational performance, deciding on tasks, and resources needed

resource allocation, task assingment and departmentalisation

influencing employees to achieve organisational objectives

Monitoring employees activities, tracking organisation towards its goals

effectiveness (extent organisation achieves objectives) and efficiency (resources used in order to fulfil objectives)

conceptual, human, technical

ability to see organisational as whole, with interdependent relationships

ability to work with and through others. be an effective team member

industry specific skills, analytical skills. performance of specific task

informational, interpersonal, decisional

entrepeneur, disturbance handler, resource allocator, negotiator

figurehead, leader, liason

monitor, disseminator, spokesperson

Emerged during the 19th and early 20th centuries as a response to new problems arising from industrialisation (environmental forces)

Develop standard method for performing each job Select and train workers Support workers (careful planning) Provide incentives (wages)

Originated by Max Weber • Focused on:–Rational authorityand formal structure–Employee selection and advancement based on merit rather than ‘who you know’ –Rules and written records –Authority based on position/legal power

 Unity of command • Division of work • Scalar chain • Unity of directiontotal organisation focus

Emphasised the importance of understandinghuman behaviours, needs and attitudesin the workplace

Suggests effective control comes from within individuals, not adherence to strict, authoritarian control

Highlighted positive link between humane treatment ofworkers and productivity

Further developed the idea of considerate leadershipand worker participation• Combines prescriptions forjob design and theories of motivation

THEORY X assumptionshumans dislike workmust coerce, control, direct and punish in order to achieve organisational objectivesperfers to be directed, avoids responsibilityTHEORY Y assumptionsphysical and mental effort is naturalexternal control is not the only effective way of bringing humans to achieve organisational objectiveslearns and accepts responsibilitycreativity, imagination etc, are common in problem solvinghumans are not at full capacity in industrialised society

use of sociolog, econimics and psychology in organisational context

quantitative techniques to assist with organisational problesm

open systems, entropy, synergy, interdependence in systems

what works in one situation doesnt work in another. each case is unique

employee involvement, customer focus, benchmarking, continuous improvement

outside organisational boundaries, General and Task

international, technological, socio cultural, legal-political, natural environment, (not day to day or directly impacting)

CustomersCompetitorsSuppliersLabour market

Boundary spanning roles, forecasting and planning, interorganisational partnerships, mergers and JVS

Corporate/organisational cultureProduction technologyOrganisation structurePhysical facilities

Refers to the shared knowledge, beliefs, values, behaviours and ways of thinking among members of the organisations

visible (tangible) and invisible *assumptions and beleifs)

decentralised decision making, fast response, creativity and innovation

results orientated,Values competitiveness, personal initiative, cost-cutting and achievement

Values cooperation, consideration  and equality

Values and rewards a methodical, rational, orderly way of doing things:Following rulesBeing thrifty

Influence culture in two key areas:Articulation of a vision for the organisational culture that employees can believe in.Heeds the day-to-day activities that reinforce the cultural vision.

1. domestic2. international3. multinational stage4. global

Genuine interest and curiosity in other culturesOpen-mindednessAbility to deal with ambiguity and complexity

>25% sales overseas

Exportingselling overseasoutsourcingforieng nation doing part of businesslicensingfranchising etcdirect investingsubsiadaries

Refers to the code of moral principles and values that governs managerial behaviour and decision making

domain of codified law <-domain of ethics<-domain of social standards

greatest good for greatest amount

individuals long term best interests

free consentfreedom of speech

equity, fairness and impartialityDistributivedifferent treatment is not based on characteristicsproceduralfair enforcement of rulescompensatorycompensation of injuries incurred by party responsible

standards of profession, larger society, industry

pre-conventionalinside law, avoiding punishmentconventionalsocial standardspost conventionalpersonal standards

the obligation of organisation management to make decisions and take actions that will enhance the welfare and interests of society as well as the organisatio

economic development, inficuing wealth and meets needs of population, and allowing for future sustainability

ECONOMICSprofitLEGALobey lawethicaldo what is rightdiscretionarycontributing to community

ethical leadership, code of ethics, ethical structure, support whistleblowers

Strategic goals• Pertain to the organisation as a whole.–Tactical goals• Relevant to specific part of organisation–Operational goals• Developed at lower levels that specify action steps towards achieving organisational goals that support tactical planning activities

develop the plan, translate plan, plan operations, execute plan, monitor and learn (this is a cycle)

1. Are specific and measurable2. Have a defined time period 3. Cover key result areas 4. Are challenging yet achievable 5. Are linked to rewards

MBO–Set goals (involves all employees at all levels)–Develop action plans –Review progress–Appraise overall performance

Focuses manager and employee efforts on activities that will lead to goal attainment• Can improve performance at all levels• Improves employee motivation • Aligns individual and departmental company goalsProblems occur when MBO is used inappropriately–Over-emphasis on goal attainment can lead to cutting corners• MBO is not a stand-alone plan • Alternative is MBM–Management by means which focuses attention on the methods and processes used to achieve goals

Defines organisation response to specific situations such as emergencies, setbacks or unexpected conditions

Possible scenarios based on extrapolating from current trends and considering future discontinuities

Preventiondetectionrelationship buildingPreperationcrisis management teamdetailed crisis management plancommunications systemContainmentrapid responseget truth outmeet safety and emptional needsreturn to business

–A plan of action describing resource allocation and activities for:• dealing with the environment • Achieving a competitive advantage • Attaining goal

target customers, core compentence exploitations, achieve synergy, create value

corporate levelswhat business are we in?business levelhow do we competefunctionalhow do we support business level strategy

business level strategypotential new entrantssubstitute productsbuyerssuppliersstrategiesdifferentiatecost leadershipfocus

aligning plans to business level strategies

he set of formal tasks assigned to individuals and departments 2. Formal reporting relationships 3. The design of systems to ensure effective coordination of employees acrossdepartments

Refers to the degree to which organisational tasks are subdivided into individual jobs, or division of labourincrease efficienctreduces motivationsilo effects

Refers to the formal and legitimate right of a manager to make decisions, issue orders and allocate resources to achieve organisationally desired outcomeKey characteristics:1. Authority is vested in organisational positions, not people2. Authority flows down the vertical hierarchy 3. Authority is accepted by subordinate

Tall structure• Narrow span of control • More hierarchical levels • Slower decision makingFlat structure Trend toward this • Broader span of control • Relatively few hierarchical levels

decision authority at top levels

decision authority lower in organisation

formal document used to direct and control employees

The basis on which individuals are grouped intodepartment and departments into total organisations

Positions grouped into departments based on similar skills, expertise and resource usebenefitseconomies of scaledevelopment of skillscareers progressionsynergysmaller organisation suitabilityimplicationsslower responseidentify with function rather than whole of organisationpoor communication and coordinationpoliticking between dept

similiar organisational outputself containedproductspecialise on each productinternationaldivide into autonomous geographical areaslocal responsivenessadvanatagesfast foster customer needsexcellent cross functional dept coordinationaccountabilityoverall product and dividion focusgeneal management skill developmentdisadvantagesduplication of resourcesless specialisationpoor coordination in divisionsless management controlcompetition for resources (within organisation)

functional and divisional chainsdual commandoften global use

fosters flexibility and quicker response

central hub and external specialists

follow strategyreflects the environmentfits technology

the personnel of a business or organization, especially when regarded as a significant asset.

attract, develop and maintain effective workforce

find right people, management of talent and maintain effective workforce

recruiting, selecting and managing of talent

hr planning, choose recruiting source, select, welcome

job analysisgathering and interpreting about essential duties, tasks and responsibilitiesdescriptionconcise summary of tasks and responsiblitiesspecificationknowledge skills, education and capabilities needed

The process of determining the skills, abilities and other attributes a person needs to perform a particular job

on the jobsocial learningmentoring and coaching

evaluation of employee performance, providing feedback360 degress, multiple raters and self assesment

ability to influence people to attain organisational objectives

hierachy of management capabilties, top level being level 5 where no self ego, and doing all to do what is best for organisation

serve others, organisation and societyfulfil subordinates needs and goalsdo waht is best for overall organisation

leading with head and heart

management promotes stabilityi and efficiency whereas leadership induces engagement and change to meet new and uncertain conditions

leadership behavior and the extent it contributes to success and failurepeopletask

considerationleaders mindfulness of subordinates and respect idea and feelings are fulfiledinitatingextent leaders focuses on directing subordinates to goal achievmentcan have both simeaultaniously and extent of utilisation of each

employee centredeffective focus on employee needsbuild effective wor groupsjob centredmeeting schedules, keeping cost low and achievement of prodution efficiency

relationship between leadership styles and organisational situations

substitueleadesrhip style redundant, ie professional employeesneutralisersvariable that inhibits managements ability to lead and display certain behaviour

motivate employees to blow away their expected performance

transformationalability to bring innovation and changetransactional leadersclarify employees roles and task requirements. initating structure (behavioural approaches(?))

Positionlegitimate, reward, coercivepersonalexpert, referentotherpersonal, network, information

forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action–Motivation affects productivity

• Negative:–Threats or punishments –Self-doubts or anxiety• Positive–Extrinsic rewards that create pleasure –Tapping into deep-seated employee energy and commitment--Deriving intrinsic rewards from work

maslow1. physiological (water etc)2. safety (security, resources, family, health)3. belonginess (friendship and love)4. esteem (respect, independence)5. self actualsation (full potential)

existenct needsrelatedness needs growth needs,frustration regression principleif one is unsatisfied, individual regresses back to previous satisfied need

frederick herzbergHygieneextent of dissatsifaction-pay, work conditions etcmotivatorsextent of satisfactionrecognitionresponsibility

achievement, affiliation, powerthey are developed overtime and mangement can influence

how employees choose behaviours to meet needs and determine if choice is succesful

specific, challenging, accepted and feedback provoking objectives accepted  bysubordinates

if an individual is to put in same input they will result in same output as if another individual puts in same input

Effort leads to performanceexerted effort will lead to performanceperformance leads to oucomeperformance will lead to desired outcomeoutcome and valuencevalue of outcome is decided by valence or how important to the outcome is to the individual

modifying behaviour to desireable state by leadershiopositive reinforcementpraise, benefit indivudal to increase likelihood of repeat behaviouravoidance learningwithdraw negative statements when desired behaviour occurspunishmentpunishing for undesireable behavoiur, reducing likelihood of repeatextinctionwithhold benefits inorder to reduce likelihood of repeat behaviour

skill varietytask identitysignificance of taskautonomyfeedback

relates to the job charactersitics model where people have varying needs for growth and development

encodechoose channeldecodefeedback

anything that may influence the extent of misunderstanding

rapid feedbackopen communicaitonchoice of channelspersuasive abilitylistening and ask questionaware of differences in cultures and communication methods

influenced by;ability to hold multiple cuesfacilitaion of rapid feedbackpersonal focushigh=face to facelow=report

downwardgoals and strategies etcupwardproblems an exceptions, performance reports, problemshorizontalproblem solving, interdeparment coordination

personal networkinterdept, inner organisatoin, hierachel and external organisations relationshipsgrapevingossip

–A unit of two or more people who interact and coordinate their work to accomplish a specific goal–4 components:• Require two or more people • Regular interaction • Share a performance goal • Members are committed to the goal and mutually accountable for performance

creativity and innovationquality increasefasterhigher productivity and efficiencyenhanced morivation

manager and subordinates

similar expertise

central ideaseveral skllls and functionsacess to resourcesempowered in decision making power

fear of giving up independencepresence of free ridersfear of dsyfunction

formingstormingnormingperformingadjourning

interaction, shared goals, attraction to team, presence of competition, team success and recognition by outsiders

1. critical events (in history of team)2. primacy (first behaviour)3. carry over behaviour (from previous teams)4. explict statements (from leaders and other members)

task, relationshipmoderate level of conflict is best

dominating (my way)avoiding (no way)compromising (halfway)accomodating (your way)collaborating (ourway)

integrativewin win situationaccomodating both partiesdistributivewin at expense of other teamcompetition

move people from probleminterest focus rather than demand focusobjective standardslisten and ask question

Refers to the systematic process through which managers regulate organisational activities to make them consistent with expectations established in plans, targets and standards of performanc

1. establish standards of performance2. measure actual performance3. variance analysis4. take corrective action

customer focussinternal processgrowth and learninggfinancial performance

financial expectations of organisation

budgets set with accordance to overall organisation

lower levels pass up resource needs for management approval

general purpose reports and management accounting statements

use of ratios from financial information to monitor perfroamce and compare performances

emphasis on which one is determined by;culture and manager beliefshierachalpeople are incapable of self disciplinedetailed rulsformal organisationextrinsic reward focusrigid culturedecentralisedemployees are empoweredvalue and beleif focus rather than rulesflexible authoritymix of extrinisc and intrinsic rewards

sharing financial and other classified information with all employees, so they take pride in the organisation as if it was theirs

organisation wide effort to infuse quality into all activities and functionsmethods;-six sigma-quality circles-benchmarking

6-12 emplyees, discuss and solve problems affecting quality of work

continous process of measuring product performance against competitors and industry

emphasis on pursuit of increasing quality and lower costs

universal benchmarkingISO 9000

system of organisation governance, so that owners interests are protected

linkage to strategyunderstandable measuresacceptance by employeesbalance of objective and subjective dataaccurateflexibletimelysupport and provoke action