Management Concepts - Midterm Review (ABM 1)

Vocabulary-style flashcards covering key management concepts and theories from the lecture notes.

Management

Getting work done through others; guiding people and resources to achieve organizational goals; acts as a bridge between employees and employers; involves decision-making, leadership, and motivation.

Effectiveness

Doing the right things to achieve goals; focusing on outcome rather than just processes.

Efficiency

Doing things in the right way with minimum input for maximum output; emphasizes productive use of resources.

Planning

The process of preparing for what will happen, setting goals, and outlining actions; often start-up activity but ongoing for major decisions.

Organizing

Designing the organizational structure and establishing the chain of command and reporting relationships.

Staffing

Hiring, selecting, and training individuals to fill roles in the organization.

Selection

The process of administering examinations and conducting interviews to identify suitable applicants.

Hiring

Offering jobs to selected applicants and securing pre-employment requirements.

Leading

Motivating and guiding subordinates to achieve goals; the most visible managerial function.

Controlling

Monitoring performance and addressing problems; acting as a mediator to ensure standards and improvements.

Decision-Making

The process of making choices among alternatives to guide actions and outcomes.

Action Plan

The concrete steps and strategies designed to achieve a goal; aligned with SMART criteria and KPIs.

SMART criteria

Specific, Measurable, Achievable, Relevant, Time-bound; criteria used to set clear, feasible goals.

Key Performance Indicators (KPIs)

Quantitative measures used to evaluate progress toward achieving goals.

Classical Management Theory

19th-century framework focused on maximizing efficiency through systematic work processes and division of labor.

Scientific Management Theory

Late 19th-century theory by Taylor emphasizing scientific study of tasks, scientific selection/training, cooperation, and four guiding principles.

Frank and Lilian Gilbreth

Pioneers who advocated planned work, scheduled breaks, and conducive working conditions to improve efficiency.

Henry Gantt

Engineer who developed the Gantt Chart for visual scheduling of projects.

Gantt Chart

A bar-chart scheduling tool that shows tasks and their timeframes in a project.

Charles Bedaux

Introduced a rating system to measure productivity and suggested rest allowances.

Bureaucratic Management Theory

Max Weber’s theory emphasizing a hierarchical, formalized structure suitable for large-scale organizations.

Task Specialization

Assigning specific, well-defined tasks to employees to increase efficiency.

Hierarchical Structure

A clear chain of command where lower levels report to higher levels.

Formal Selection

Hiring decisions based on formal skills, credentials, and qualifications.

Rules and Requirements

Established guidelines to ensure uniformity and consistency in decisions and actions.

Impersonality

Detachment in organizational relationships to promote objective decision-making.

Administrative Management Theory

Fayol’s framework focused on how management organizes and directs the workforce.

Fayol’s 14 Principles

A set of fundamental managerial principles proposed by Henri Fayol to guide effective management.

Division of Work

Specialization of tasks to improve efficiency and productivity.

Unity of Command

An employee should receive orders from only one supervisor to avoid conflicts.

Unity of Direction

All activities should be aligned toward a single, common objective.

Subordination of Individual Interest

Organizational interests take precedence over individual interests.

Remuneration

Fair and appropriate compensation for employees.

Esprit de Corps

Promoting team spirit and morale within the organization.

Elton Mayo

Pioneer of Human Relations Theory; studied how attention and group dynamics affect performance.

Hawthorne Effect

Workers perform better when they receive special attention and are observed.

Theory X

Management view that assumes workers are inherently lazy and need control.

Theory Y

Management view that assumes workers are naturally motivated and capable of self-direction.

Management by Objectives (MBO)

A management approach where goals are set collaboratively and aligned with broader objectives.

SWOT Analysis

A planning tool assessing Strengths, Weaknesses, Opportunities, and Threats to an organization.

is the process of getting work done through others, guiding people and resources to achieve organizational goals.

Management

means doing the right things to achieve goals, focusing on outcome rather than just processes.

Effectiveness

emphasizes doing things in the right way with minimum input for maximum output.

Efficiency

The process of preparing for what will happen, setting goals, and outlining actions is known as .

Planning

Hiring, selecting, and training individuals to fill roles in the organization falls under the function of .

Staffing

Motivating and guiding subordinates to achieve goals is the most visible managerial function, known as .

Leading

The process of making choices among alternatives to guide actions and outcomes is known as .

Decision-Making

Goals should be Specific, Measurable, Achievable, Relevant, and Time-bound, following the acronym .

SMART criteria

Late 19th-century theory by Taylor emphasizing scientific study of tasks, scientific selection/training, cooperation, and four guiding principles is .

Scientific Management Theory

A is a bar-chart scheduling tool that shows tasks and their timeframes in a project.

Gantt Chart

Max Weber’s theory emphasizing a hierarchical, formalized structure suitable for large-scale organizations is known as .

Bureaucratic Management Theory

The principle stating that an employee should receive orders from only one supervisor to avoid conflicts is .

Unity of Command

The phenomenon where workers perform better when they receive special attention and are observed is called the .

Hawthorne Effect

Which of the following is NOT a core aspect of Management? A) Decision-making B) Leadership C) Motivation D) Solely focusing on individual tasks

D) Solely focusing on individual tasks

Achieving goals by doing the right things (effectiveness) versus doing things in the right way with minimum input (efficiency). Which one focuses on outcome? A) Effectiveness B) Efficiency C) Both D) Neither

A) Effectiveness

Which managerial function is described as a start-up activity but also an ongoing process for major decisions, involving setting goals and outlining actions? A) Organizing B) Leading C) Planning D) Controlling

C) Planning

The primary activities associated with Staffing include: A) Monitoring performance B) Motivating subordinates C) Hiring, selecting, and training individuals D) Setting organizational goals

C) Hiring, selecting, and training individuals

Which element is NOT part of the SMART criteria for goal setting? A) Specific B) Manageable C) Achievable D) Time-bound

B) Manageable

Which management theory, from the 19th century, focused on maximizing efficiency through systematic work processes? A) Human Relations Theory B) Classical Management Theory C) Bureaucratic Management Theory D) Management by Objectives

B) Classical Management Theory

Pioneers who advocated for planned work, scheduled breaks, and conducive working conditions to improve efficiency were: A) Henry Gantt B) Charles Bedaux C) Frank and Lilian Gilbreth D) Elton Mayo

C) Frank and Lilian Gilbreth

Which theory, associated with Max Weber, emphasizes a hierarchical, formalized structure with impersonality? A) Scientific Management B) Administrative Management C) Bureaucratic Management Theory D) Human Relations Theory

C) Bureaucratic Management Theory

Which of the following describes Fayol's principle where organizational interests take precedence over individual interests? A) Unity of Command B) Unity of Direction C) Subordination of Individual Interest D) Esprit de Corps

C) Subordination of Individual Interest

The pioneer of Human Relations Theory who studied how attention and group dynamics affect performance was: A) Henri Fayol B) Max Weber C) Elton Mayo D) Frederick Taylor

C) Elton Mayo

The management view that assumes workers are inherently lazy and need control is called: A) Theory X B) Theory Y C) Human Relations Theory D) MBO

A) Theory X

Which planning tool assesses an organization's internal Strengths and Weaknesses, and external Opportunities and Threats? A) KPI B) Gantt Chart C) MBO D) SWOT Analysis

D) SWOT Analysis

What management function involves designing the organizational structure and establishing the chain of command and reporting relationships?

Organizing

The process of administering examinations and conducting interviews to identify suitable applicants.

Selection

What term refers to offering jobs to selected applicants and securing pre-employment requirements?

Hiring

What management function involves monitoring performance and addressing problems, acting as a mediator to ensure standards and improvements?

Controlling

What are the concrete steps and strategies designed to achieve a goal, aligned with SMART criteria and KPIs?

Action Plan

What are the quantitative measures used to evaluate progress toward achieving goals?

Key Performance Indicators (KPIs)

Who introduced a rating system to measure productivity and suggested rest allowances?

Charles Bedaux

The practice of assigning specific, well-defined tasks to employees to increase efficiency.

Task Specialization

What characteristic of Bureaucratic Management involves detachment in organizational relationships to promote objective decision-making?

Impersonality

Fayol’s framework focused on how management organizes and directs the workforce.

Administrative Management Theory

What Fayol's principle refers to the specialization of tasks to improve efficiency and productivity?

Division of Work

What management view assumes workers are naturally motivated and capable of self-direction?

Theory Y

A management approach where goals are set collaboratively and aligned with broader objectives.

Management by Objectives (MBO)

Differentiate between 'Effectiveness' and 'Efficiency' in the context of organizational management, providing a practical example for each.

Effectiveness is doing the right things to achieve goals, focusing on outcome. Efficiency is doing things in the right way with minimum input for maximum output, focusing on process. For example, an effective sales team might hit its targets by offering many discounts (outcome focus), while an efficient sales team might hit targets with less travel and fewer calls per sale (process focus).

Describe the five main functions of management: Planning, Organizing, Staffing, Leading, and Controlling. Briefly explain the core activity of each function.

The five main functions of management are: 1. Planning: Preparing for what will happen, setting goals, and outlining actions. 2. Organizing: Designing the organizational structure, chain of command, and reporting relationships. 3. Staffing: Hiring, selecting, and training individuals for roles. 4. Leading: Motivating and guiding subordinates to achieve goals. 5. Controlling: Monitoring performance and addressing problems to ensure standards are met.

Explain how SMART criteria and Key Performance Indicators (KPIs) are utilized together in developing an effective action plan for an organization.

SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) are used to define clear and feasible goals. Key Performance Indicators (KPIs) are quantitative measures that track progress towards these SMART goals. When developing an action plan, SMART criteria ensure goals are well-defined, and KPIs provide the metrics to evaluate if the planned actions are successfully moving the organization towards achieving those goals. This combination provides both direction and a means of progress assessment.

Detail the key contributions of Frederick Taylor's Scientific Management Theory, including its four guiding principles, and discuss its impact on modern management practices.

Frederick Taylor's Scientific Management Theory emphasized maximizing efficiency through the scientific study of tasks. Its four guiding principles include: 1. Develop a science for each element of work. 2. Scientifically select, train, and develop workers. 3. Cooperate with workers to ensure work matches scientific principles. 4. Divide work and responsibility evenly between management and workers. Its impact led to standardized procedures, improved productivity, and the professionalization of management, though it also faced criticism for dehumanizing labor.

Summarize the contributions of Frank and Lilian Gilbreth, Henry Gantt, and Charles Bedaux to the development of early management thought.

Frank and Lilian Gilbreth pioneered time and motion studies, advocating for planned work, scheduled breaks, and conducive working conditions to improve efficiency and reduce fatigue. Henry Gantt developed the Gantt Chart, a visual scheduling tool critical for project management. Charles Bedaux introduced a rating system to measure productivity and suggested rest allowances embedded in work standards. All three significantly contributed to the early focus on optimizing work processes and worker well-being through systematic observation and measurement.

Max Weber's Bureaucratic Management Theory emphasizes a hierarchical, formalized structure suitable for large-scale organizations. Key characteristics include: clear hierarchical structure (chain of command), task specialization (well-defined tasks), formal selection (hiring based on qualifications), rules and requirements (consistent