Which of the following is not a formal function of management?
Performing.
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| Term | Definition |
|---|---|
| Which of the following is not a formal function of management? | Performing. |
| How an organization goes about coordinating its resources to accomplish a plan is a key part of the management function of? | Organizing. |
| Based on our discussion of performance, the degree to which an organization achieves a stated goal refers to: | Effectiveness. |
| A manager's _____ skill is demonstrated in the way a manager relates to other people and interacts effectively with them. | Human. |
| Which of the following managerial skills is most important at lower organizational levels? | Technical Skills. |
| ______ is defined as opening of markets to competitors throughout the world and is one of the main reasons business environments today are so dynamic. | Globalization. |
| A manager's ability to accomplish goals through the minimal use of necessary resources is referred to as: | Efficiency. |
| Juan Perez, the President of WV Railroad, must acquire, analyze, and interpret information received from various sources and to make complex decisions. He will need to rely primarily on his: | Conceptual Skills. |
| Robert, a top-level manager at an advertising agency, spends a significant part of his workday identifying goals for future organizational performance and deciding how to attain these goals. This involves which management function? | Planning. |
| Success in the new workplace depends on the strength and quality of: | Collaborative teams. |
| During the industrial revolution emphasis was placed on: | Quantity of output. |
| Robert Owen is known as being: | The father of human resource management, Socially responsible for his time, and a successful entrepreneur. |
| Scientific management was formally developed by: | Frederick W. Taylor. |
| Each of the following is considered one of the Scientific Management's four principles except: | Gives employees autonomy to do their work their way. |
| ______ believed that conflict could be resolved by 1) voluntary submission by one side., 2) struggle and victory of one side over the other., 3) compromise or., 4) integration. | Mary Parker Follet. |
| Which management author is credited for introducing the concept of the "knowledge worker"? | Peter Drucker. |
| Max Weber developed the concept of ______ which eliminated problems associated with favoritism and nepotism. | Bureaucracy. |
| The Humans relations movement came out of which management theory/approach? | Hawthorne studies. |
| ________ can be defined as approaching quality improvement from a total corporate, process-oriented, and customer driven concept. | Total Quality Management. |
| Which of the people you studied in chapter 2 is known for the $5 day, a wage that at the time was almost twice the previous rate for a nine-hour day? | Henry Ford. |
| Organizations are generally considered to be part of a closed system. | False. |
| When we read that more men are staying home and taking care of the children while the wife works, that is an example of which general environmental factor? | Socio-cultural. |
| When a manager learns that the minimum wage has risen that will impact employment/unemployment, the company is being affected by which of the factors in the general environment? | Economic. |
| ______ also known as its macroenvironment, comprises the five factors-----technological, economic, sociocultural, legal/political, and international--that affect all industries and firms. | The general environment. |
| When our aging society's preference healthy eating and living increase, the company is being affected by which of the factors in the general environment? | Social/socio-cultural. |
| _________is the shared philosophies, values, beliefs, and behavior patterns that form the firm's core identity. | Organizational culture. |
| The ________, also known as the operating or industry environment, refers to elements within the external environment that interact directly with the organization. | Task Environment. |
| _______ are firms that provide the resources, information, raw materials, and other components or activities as inputs for firms. | Suppliers. |
| Those macro or general environmental factors that affect all firms and industries arising from outside of the firm's country of origin are referred to as: | International factors. |
| _________, part of the organization's task environment, are those companies that directly compete for the same customers using similar products or services. | Competitors. |
| Definition of Management | The process of effectively and efficiently Planning, Organizing, Leading and Conrtolling (POLC) the actions of employees in combination with other resources to achieve organizational objectives. |
| Planning | The process of setting goals and determining actions necessary to attain them. |
| Organizing | The process of determining the resources and activities required to achieve the organizations objectives. |
| Leading | Utilizing influence to motivate employees to achieve goals. |
| Controlling | The process following up to ensure that actual performance is leading to goal attainment. |
| Efficiency | The ability to achieve goals through minimal use of necessary resources. |
| Effectiveness | The ability to set and achieve goals. |
| The Art of Management | Involves knowing when it is appropriate to apply management concepts and when it is not, depending on the situation. |
| First Line Management | Sales reps, research associates, technical, operating and other employees. |
| Middle Management | supervisors, foremen, head nurses, team leaders, coaches. |
| Top management | Vice Presidents, division heads, directors. |
| Executive Management | CEO, CFO, President. |
| Functional Managers | Responsible for any one primary or support function. |
| General Managers | Oversee a total operating unit, including all the functional (primary and support) activities of the unit. |
| Conceptual Skill | The mental ability needed to acquire, analyze, and interpret information received from various sources and to make complex decisions. |
| Technical Skills | Include the ability to use the knowledge, tools and techniques of a specific discipline or field. |
| Human Relations Skills | the many diverse abilities required to understand other people and to interact effectively with them. |
| Interpersonal Roles | Involve working directly with other people, such as subordinates, superiors, peers, or people outside the organization. |
| Informational Roles | Require a manager to receive important information and disseminate it among the appropriate people (stakeholders). |
| Decisional Roles | Involve making decisions that affect the people. |
| Technological Development | Refers to accomplishing work using technical processes, methods, or knowledge. |
| Corporate Downsizing | Popular technique designed to eliminate layers of hierarchy and reduce the number of employees in general and managers in particular. |
| Empowerment | The process of granting employees authority to make key decisions within their enlarged areas of responsibility. |
| Management Science | Involves mathematical models and advanced technology that can be used to solve a wide variety of problems. |
| Closed System | Interaction has a minimal effect on the firm and how it operates. |
| Open System | Means that the firm or organization is not only affected by the environment but also affects the environment. |
| Contingency Approach | The assumption that different conditions and situations require the application of different management techniques. |
| General Environment | The macro environment that is composed of five factors external to the organization and industry which also indirectly affects and organization. |
| Task Environment | Those external factors that interact directly with the organization. |
| Internal Environment | factors inside the organization such as its culture, organizational structure, policies and people. |
| Technological | The means by which organizations transform inputs into outputs. |
| Economic | In simple terms we are referencing the business cycle. |
| Socio/Cultural | Demographic Forces and Social Forces. |
| Legal/Political | Refer primarily to the activities of Federal, State and Local governments that may have impacts on organizations. |
| International | Any international upheaval that could indirectly affect organizations that have ties to affected area. |
| Regulatory Agencies | Main goal is to protect legal rights of employees and consumers, create competition in the marketplace and protect the ecological environment. |
| Special Interest Groups | Spokesperson/Voice for the people due to powerful organizations being unresponsive to people's needs and wishes. |
| Organization Culture | Shared philosophies, values, beliefs, and behavior patterns that form the organization's core identity. |
| Complexity | The number of key factors operating in the organizational environment and the similarity of these factors. |
| Change | The frequency and extent of changes of key factors in the organizational environment. |