Management and Organizational Behavior Flashcards

Flashcards based on lecture notes about management, ethics, strategy, and organizational behavior.

What is the definition of Management?

Attaining organizational goals effectively and efficiently through PLOC

Define Effectiveness in a management context.

Achieving stated goals (doing what you said you would do)

Define Efficiency in a management context.

Using minimal resources to achieve goals

List the Four Management Functions.

Plan, Lead, Organize, Control

What are the three key management skills?

Technical skills, Human/interpersonal skills, Conceptual skills

Describe the responsibilities of Top Managers.

Organization-wide decisions, setting objectives, strategic planning

Describe the responsibilities of Middle Managers.

Report to top management, oversee first-line managers, allocate resources

Describe the responsibilities of First-Level Managers.

Supervise non-managerial employees, coordinate day-to-day operations

List the three Interpersonal managerial roles.

Figurehead, leader, liaison

List the three Informational managerial roles.

Monitor, disseminator, spokesperson

List the four Decisional managerial roles.

Negotiator, resource allocator, disturbance handler, entrepreneur

Who was Max Weber and what was his idea of Bureaucracy?

Formal authority, clear rules, standardized procedures

Who was Frederick Taylor and what was his idea of Scientific Management?

One right way, time and motion studies, efficiency focus

Who was Henri Fayol and what was his idea of Administrative Science?

Five management functions and organizational principles

Describe the Hawthorne Studies and their significance.

Discovered workers respond to being observed

Who was Mary Parker Follett and what was her management idea?

Advocated power sharing, manager as facilitator, collective responsibility

Explain McGregor's Theory X & Y.

Contrast between assuming employees are lazy (X) vs naturally motivated (Y)

Describe Systems Theory.

Organizations as interconnected parts working together for outputs

Describe Contingency Theory.

No universal approach—best management style depends on situation

Explain Multi-Stream Management.

Contrasts mainstream (profit-focused) with virtue ethics approach

Why are Western management theories called WEIRD limitations?

Western theories often overlook cultural diversity, emphasize individualism

Describe Confucian Philosophy.

Harmony, respect for hierarchy, relationship networks (guanxi)

What is Kaizen?

Japanese continuous improvement philosophy focusing on processes

What is Ubuntu?

African 'a person is a person through others' - reciprocity, collective welfare

What is Gamilaraay?

Indigenous Australian connection to past/present/future, land stewardship, kinship

List the key ethical values.

Integrity, Honesty, Fairness

List the Four Levels of Business Ethics.

Personal, Organizational, National, International

List some common ethical issues.

Resource misuse, abusive behavior, dishonesty

What are the levels of Moral Maturity based on Kohlberg's Theory?

Pre-Conventional (Self-Interest), Conventional (Conformity), Post-Conventional (Principle)

Describe Ethics by Outcome (Consequentialism).

Utilitarianism, Egoism, Altruism

Describe Ethics by Process (Deontology).

Focus on duty, obligation, rights as moral guide; actions have intrinsic moral value regardless of outcome

Describe Ethics by Character (Virtue Ethics).

Focuses on character traits over calculations, emphasizing virtues like justice, honesty, temperance, and prudence.

What are the dimensions of Diversity?

Primary (unchangeable: age, ethnicity) and Secondary (shapeable: education, marital status)

What is Inclusivity?

Organization open to anyone qualified, regardless of diversity attributes

What is the Purpose of the Planning Process?

Establishes goals, provides direction, reduces uncertainty, minimizes waste

What are the benefits of the Planning Process?

Greater effort, persistence, creation of task strategies

What are the drawbacks of the Planning Process?

Can impede change, false sense of certainty, planner detachment

What are SMART goals?

Specific, Measurable, Attainable, Relevant, Time-bound

Define Vision in the context of business planning.

Forward-looking aspirations (future-oriented)

Define Mission in the context of business planning.

Core purpose and present-day objectives

Define Values in the context of business planning.

Guiding principles shaping culture and decisions

What are the types of Plans by breadth?

Strategic (whole organization) vs. Operational (day-to-day)

What are the types of Plans by timeframe?

Long-term vs. Short-term

What are the types of Plans by specificity?

Directional vs. Specific

What are the types of Plans by frequency?

Single use vs. Standing plans (policies and procedures)

Describe Management by Objectives (MBO).

Managers and employees collaboratively set objectives, create plans, and establish measurement standards.

What is Forecasting?

Systematic predictions about future based on data

What is Contingency Planning?

Preparing for potential emergencies by preventing, preparing for, and responding to crises.

What is Scenario Planning?

Long-term contingency planning for multiple futures

What are the three steps of the Control Process?

Establishing standards, comparing performance, taking corrective action

What are the three types of Control?

Feedforward, Concurrent, Feedback

What are the Four perspectives for performance measurement in a Balanced Scorecard?

Financial, Customer, Internal, Innovation & Learning

What is the definition of Leading?

Inspiring people to work hard for high performance

List the five Leadership principles.

Challenge process, show enthusiasm, help others act, set example, celebrate achievements

Name the three types of Position Power.

Reward power, Coercive power, Legitimate power

Name the two types of Personal Power.

Expert power, Referent power

What is Trait Theory in leadership?

Inherent traits of effective leaders: drive, confidence, creativity, business acumen, motivation, flexibility, integrity.

What are the categories of Behavioural Approaches to leadership?

Task-oriented behaviours and People-oriented behaviours

Explain Fiedler's Contingency Theory.

Match leadership style to situation based on leader-member relations, task structure, and position power

Explain Hersey & Blanchard's Situational Theory.

Adapt leadership style (Telling, Selling, Participating, Delegating) to match follower's readiness and ability.

What are the components of Transformational Leadership?

Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

What is Transactional Leadership?

Task achievement through structure and rewards

What is Servant Leadership?

Service to others, ethical behaviour, community building

What is Authentic Leadership?

Being true to oneself and values

What is the General Environment?

The indirect impact on Tasks

What is the Task Environment?

The direct impact on Tasks

What are the competitors environment?

Same industry, serving same customers

What are the suppliers environment?

Provide raw materials

What are the customers environment?

Acquire organization's goods/services

What is the labor market?

Potential employees

What is Environmental uncertainty?

Lack of complete information about external developments

List the Adaptation strategies dealing with Uncertainty.

Boundary-spanning roles, forecasting, partnerships, mergers

List the Influence strategies dealing with Uncertainty.

Advertising, public relations, political activity, trade associations

What is Corporate Culture?

Shared values, beliefs, understandings and norms

What is Visible culture?

Observable artifacts, behaviors, symbols

What is Invisible culture?

Underlying assumptions, values, beliefs

Name the types of Culture based on environmental needs (stability vs. flexibility) and strategic focus (internal vs. external).

Adaptability Culture, Achievement Culture, Involvement Culture, Consistency Culture

What is an exclusive resources?

Competitive Advantage

What is a strategic management process?

Analysis to revise mission, goals, and strategies at all levels; implement changes in leadership, structure, HR, and controls.

What is VRIO Analysis?

Evaluates resources: Valuable, Rare, Imitable, Organized.

What are Porter's Five Forces?

Analyzes industry: new entrants, supplier power, buyer power, substitutes, rivalry.

Mention the levels to strategize.

Corporate-level strategy, Business-level strategy, Functional-level strategy

Mention two ways a business can strategize.

Cost leadership and Differentiation

Mention two types of Corporate-Level Strategies.

Growth strategies and Retrenchment strategies

Strategy Implementation.

Align structure, leadership, culture, HR, and controls to execute strategy and track progress.

What are Basic Concepts of Organizing?

Arranging tasks, people, and resources to accomplish work

What is Organizational structure?

System of tasks, workflows, reporting relationships, communication channels

What is Authority?

Formal right to make decisions, allocate resources, issue orders

What is Responsibility?

Duty to perform assigned activities

What is Delegation?

Transferring authority/responsibility to lower positions

Describe a Tall Structure.

Narrow span, more hierarchical levels

Describe a Flat Structure.

Wide span, fewer levels, horizontal arrangement

What is Centralization?

Decision authority at single point (usually top)

What is Decentralization?

Decision authority pushed down to lower levels

What is Organization Structures?

Grouped by similar skills and resources

Describe a Functional Structure.

Efficient resources, specialization but can create barriers and narrow focus.

Describe a Divisional Structure.

Grouping by output or geography. Flexible, customer-focused but may duplicate resources and cause coordination problems.

Describe a Team Structure.

Project teams improve coordination but may face conflicts or meeting overload.

Describe a Matrix Structure.

Combines functional and divisional chains: efficient, flexible, but may cause dual reporting conflicts and meetings.

Describe is a Network Matrix.

Coordinated internal/external relationships enable flexibility and global access, but reduce control and raise loyalty issues.