Principles of Management Chapters 1-3

KSAs (knowledge, skills, abilities)

Determine what a person can do in a job (person-job fit)

Best predictor of long-term work performance

Conscientiousness (personality trait)

Personal values

Established over time through accumulated life experiences

Self-enhancement bias

Tendency to overestimate your own performance/capabilities vs. how others see you

Person-organization fit

Most important factor for positive long-term performance (comfort with an org's values/culture)

Organizational citizenship

Helping teammates/staying late beyond job duties

Earliest management concepts

The need to manage large, uneducated populations with an emphasis on maintaining order

Taylor's time studies

Effective at finding the most efficient way to do tasks (True)

Taylorism limits

Taken too far, it tended to dehumanize workers and wasn't sustainable (True)

The Gilbreths' time-and-motion studies

Eliminate wasted motion and reduce employee fatigue to improve productivity

High power distance

Unequal distribution of decision-making authority based on age/status

High institutional collectivism

Employees prefer group/team rewards over individual recognition

High uncertainty avoidance

Coping with anxiety by minimizing ambiguity and doubt

Low future orientation

Reluctance to pursue long-term, high-payoff projects that hurt short-term performance

Causes of theft and fraud

Most often due to situations where pressures overcome employees' values

General manager

Manager who takes direction from execs but runs daily ops of multiple stores

Line manager

Manager responsible for a specific product's production/marketing/profitability

Functional manager

Manager who leads a function (e.g., accounting) that doesn't directly build the end product

Empowerment

Process of authorizing individuals to think, work, and decide on their own with little supervision

Mintzberg's 10 roles

Managers may perform any of these roles at different times (True)

Psychology

Study of how people behave individually/in groups as a root discipline of management

Leadership

Mobilizing people to work toward the org's mission

Entrepreneurship

Developing an innovative idea and turning it into action

Strategy

Developing/implementing a plan to achieve the org's mission

Triple bottom line (Environmental)

Stewarding natural resources beyond legal requirements

Triple bottom line (Social)

Impact on quality of life for employees, customers, community

Triple bottom line (Economic)

Net financial value created by operations