UCF MAN 3025 Exam 1 (Ch.1-4) Review

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_____ is a measure of the appropriateness of the goals that managers have selected for the organization to pursue.

Effectiveness

If a manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals, it results in:

low efficiency but high effectiveness.

If a manager chooses inappropriate goals, but makes good use of resources to pursue these goals, it results in:

high efficiency but low effectiveness.

Which of the following is a responsibility of a first-line manager?

Daily supervision of nonmanagerial employees

Which of the following statements defines efficiency?

It is a measure of how productively resources are used to achieve a goal.

Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks of management.

Leading

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management.

Controlling

Establish task and authority relationships that allow people to work together to achieve organization goals.

Organizing

Choose appropriate organizational goals and courses of actions to best achieve those goals.

Planning

What are the four tasks of management?

Planning, Organizing, Leading, Controlling

The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do.

Competitive advantage

Levels of Managers...

First-line, Middle, Top, CEO

The ability to analyze and diagnose a situation and to distinguish between cause and effect.

Conceptual Skills

The ability to understand, alter, lead, and control the behavior of other individuals and groups.

Human Skills

The job-specific knowledge and techniques required to perform an organizational role.

Technical Skills

The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper.

Turnaround management

The process by which a division of labor occurs as different workers specialize in different tasks over time.

Job Specialization

The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

Scientific management

The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness.

Administrative management

A formal system of organization and administration designed to ensure efficiency and effectiveness.

Bureaucracy

The Theory of Bureaucracy founded by...

Max Weber

Specific sets of written instructions about how to perform a certain aspect of a task.

Standard Operating Procedures (SOPs)

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.

Norms

Two major Administrative Management theorists...

Weber and Fayol

The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.

Behavioral Management

The finding that a manager's behavior or leadership approach can affect workers' level of performance.

Hawthorne effect

A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior.

Theory X

A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.

Theory Y

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.

Management Science Theory

The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources.

Organizational Environment

Performance gains that result when individuals and departments coordinate their actions.

Synergy

The idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates.

Contingency Theory

Enduring tendencies to feel, think, and act in certain ways.

Personality Traits

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Need for Achievement

The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.

Need for Affiliation

The extent to which an individual desires to control or influence others.

Need for Power

A lifelong goal or objective that an individual seeks to achieve.

Terminal Value

A mode of conduct that an individual seeks to follow.

Instrumental Value

The terminal and instrumental values that are guiding principles in an individual's life.

Value Systems

The ability to understand and manage one's own moods and emotions and the moods and emotions of other people.

Emotional Intelligence

The shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve the organization's goals.

Organizational Culture

The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest.

Ethical Dilemma

The people and groups that supply a company with its productive resources and so have a claim on and a stake in the company. (NOT TO BE MISTAKEN WITH STOCKHOLDERS)

Stakeholders

An ethical decision is a decision that produces the greatest good for the greatest number of people.

Utilitarian Rule

An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.

Moral Rights Rule

An ethical decision distributes benefits and harms among people and groups in a fair, equitable, or impartial way.

Justice Rule

An ethical decision is one that a manager has no reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable.

Practical Rule

Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual.

Societal Ethics

Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities.

Occupational Ethics

Personal standards and values that determine how people view their responsibilities to others and how they should act in situations when their own self-interests are at stake.

Individual Ethics

The guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders.

Organizational Ethics

The way a company's managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole.

Social Responsibility

As you go up the organizational hierarchy...

More time is devoted to planning and organizing, less time to leading and controlling

_______ would study one particular task, find the one best way of doing that task, then make rules as to how that task should be done.

Taylor

Unity of Command vs. Unity of Direction

Unity of Command: A reporting relationship in which an employee receives orders from, and reports to, only one superior.

Unity of Direction: The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources.

High levels of ______________ relates most to performance.

conscientiousness

Low to high EQ characteristics...

Self-Awareness, Self-Management, Social Awareness, Relationship Management.