Management 1A and 1B

A comprehensive set of flashcards covering key management concepts, functions, and theories.

Management

The pursuit of organizational goals efficiently and effectively.

Efficiency

Minimizing or optimizing the time and resources used to achieve results.

Effectiveness

Doing the right things to achieve desired results.

Competitive Advantage

The ability to produce goods or services more effectively than competitors.

Conceptual Skills

The ability to think analytically and visualize the organization as a whole.

Controlling

Monitoring performance, comparing it with goals, and taking corrective action.

Decisional Roles

Managers making strategic decisions for the organization's well-being.

First-line Managers

Make short-term operating decisions, directing the daily tasks of non-managerial personnel.

Team Managers

Responsible for facilitating team activities toward achieving key results.

Four Management Functions

Planning, organizing, leading, and controlling an organization’s resources.

Functional Manager

Responsible for just one organizational activity.

General Manager

Responsible for several organizational activities.

Informational Roles

Roles of managers involved in monitoring, spreading info, and acting as spokespersons.

Leading

Motivating and directing people to achieve organizational goals.

Middle Managers

Implement policies and plans of top managers and supervise first-line managers.

Organization

Arranging tasks, people, and resources to accomplish work.

Planning

Setting goals and deciding how to achieve them.

Process

Planning, organizing, leading, and controlling activities to achieve goals.

Human Skills (Soft Skills)

The ability to work well with others and motivate them.

Sustainable Development

Meeting present needs while ensuring future generations can meet theirs.

Sustainable Development Goals (SDGs)

Include zero hunger, decent work, and affordable energy.

Technical Skills

Job-specific knowledge needed to perform well in a specialized field.

Top Managers

Make long-term decisions about the overall direction of the organization.

Administrative Management

Concerned with managing the total organization.

Behavioral Science Approach

Relies on scientific research to develop theories about human behavior.

Behavioral Viewpoint

Emphasizes understanding human behavior and motivating employees.

Classical Viewpoint

Finds ways to manage work more efficiently.

It had two branches; scientific and administrative

Closed System

Systems that have little interaction with their environment.

Contemporary Approaches

Includes learning organizations and high-performance practices.

Contingency Viewpoint

Manager's approach should vary according to the individual and situation.

Evidence-based Management

Translating principles based on best evidence into organizational practice.

Quantitative Management

Involves numbers, statistics, and computer simulations.

Scientific Management

Emphasizes scientific study of work methods to improve productivity.

Subsystems

Parts that make up the whole system.

Supply Chain

Coordinates the entire flow of goods and services.

Synergy

When two or more forces combine to create an effect greater than the sum.

System

An organizational framework of interconnected processes and resources.

Systems Viewpoint

Considers the organization as a system of interrelated parts.

Transformational Processes

Significant changes to operations, culture, or systems of an organization.

Feedback

Open systems stress multiple feedback from inside and outside the organization.

Hawthorne Effect

Employees worked harder if they felt cared for by managers.

High-Performance Work Practices (HPWPs)

Focus on enhancing employees’ ability, motivation, and opportunity.

Human Relations Movement

Proposed better human relations could increase worker productivity.

Inputs

Resources, data, actions, or materials put into a system.

Learning Organization

Actively creates and transfers knowledge to modify behavior.

Management Science

Uses mathematical models and analytical tools to solve business problems.

Open System

Continuously interacts with the environment.

Operations Management

Focuses on managing production and delivery of products or services.

Outputs

Direct, tangible results created by a specific activity or process.