MGMT 371Principles of Management

ManagementTest One: Chapters 1, 1 History, 2, 3 & 4Questions

1. What Is An Organization? A Deliberate Arrangement of People to Accomplish Some Specific Purpose That Individuals Independently Couldn't Accomplish 2. What Are Common Characteristics Of An Organization? 1. Have A Distinct Purpose Or Goal 2. Composed Of People 3. Have A Deliberate Structure 3. Who Are Managers? Someone Who Coordinates and Oversees the Work of Other People So That Organizational Goals Can Be Accomplished 4. What Are The Different Types Of Managers? 1. First-Line 2. Middle 3. Top 5. First-Line Manager? Individuals Who Manage the Work of Nonmangerial Employees6. Middle Managers? Individuals Who Manage the Work of First Line Managers 7. Top Managers? Individuals Who Are Responsible For Making Organization Wide Decisions and Establishing Plans and Goals That Affect the Entire Organization 8. What Is Management? Involves Coordinating and Overseeing Work Activities of Others So That Their Activities Are Completed Efficiently and Effectively 9. Define Efficiency? "Doing Things Right" Getting the Most Output for the Least Inputs, Not Wasting Resources 10. Define Effectiveness? "Doing the Right Things" Attaining Organizational Goals 11. What Are Managerial Concerns? Efficiency and Effectiveness 12. What Are The Four Functions Of Management? 1. Planning 2. Organizing 3. Leading 4. Controlling 13. Planning?1. Defining Goals 2. Establishing Strategies To Achieve Goals 3. Developing Plans To Integrate And Coordinate Activates 14. Organizing? Arranging and Structuring Work to Accomplish Organizational Goals 15. Leading? Working With and Through People to Accomplish Goals

16. Controlling? 1. Monitoring 2. Comparing3. Correcting Work 17. What Are Mintzberg's Managerial Roles? 1. Interpersonal Roles 2. Informational Roles 3. Decisional Roles 18. Examples of Interpersonal Roles?1. Figurehead2. Leader 3. Liaison 19. Examples of Informational Roles? 1. Monitor 2. Disseminator 3. Spokesperson 20. Examples of Decisional Roles?1. Entrepreneur 2. Disturbance Handler 3. Resource Allocator 4. Negotiator 21. What Are The 3 Managerial Skills Needed?1. Technical 2. Human 3. Conceptual

22. Technical Skills?Knowledge & Proficiency in a Specific Field 23. Human Skills? The Ability to Work Well With Other People 24. Conceptual Skills? The Ability to Think and Conceptualize About Abstract and Complex Situations Concerning the Organization 25. What Skills Do Top Managers Need Most? Conceptual Skills 26. What Skills Do Middle Managers Need Most? Human Skills 27. What Skills Do Lower-Level Managers Need Most? Technical Skills 28. Who Publishes The Wealth Of Nations In 1776? Adam Smith 29. What Did The Wealth Of Nations Advocate? The Division of Labor (Job Specialization) To Increase the Productivity of Workers 30. What Did Adam Smith Believe In? Division of Labor Was Advantageous For the Mass Production of Identical Goods Aka One Person Doing the Same Repetitive Job Over And Over

31. How Did The Industrial Revolution Affect Management? Substituted Machine Power for Human Labor and Created Large Organizations In Need Of Management 32. What Are The 4 Major Approaches To Management? When Did They Occur 1. Classical a. Early 1900s 2. Quantitative a. Post WWII 3. Behavioral a. Back To 1700s 4. Contemporary a. 1960s To Present Management 33. What Is Classical Management? (Early 1900s) Emphasized Rationality and Efficiency 34. What Is Quantitative Management? (Post WWII) Emphasized Quantitative Techniques to Improve Decision Making 35. What Is Behavioral Management? (1700s) Focused On an Organization's People 36. What Is Contemporary Management? (1960s-Present) Looks At the Relationship between the Organization and the External Environment 37. Who Published Principles Of Scientific Management? Fredrick Winslow Taylor 38. What Did Taylor Believe? Using Scientific Methods to Define the "One Best Way" For a Job to Be Done (Job Analysis) 39. How Is The Scientific Method Established? 1. Putting the Right Person on the Job with the Correct Tools2. Having a Standardized Method of Doing the Job 3. Providing an Economic Incentive to the Work 40. Taylors Scientific Management Principles? 1. Develop A Science For Each Element Of An Individual's Work, Which Will Replace The Old Rule Of Thumb Method 2. Scientifically Select And Then Train, Teach, And Develop The Worker3. Heartily Cooperate With The Workers So As To Ensure That All Work Is Done In Accordance With The Principles Of The Science That Has Been Developed 4. Divide Work and Responsibility Almost Equally Between Management and Workers. Management Takes Over All Work Which It Is Better Fitted Than The Workers 41. What Was The Gilberts Contribution? Focused On Increasing Worker Productivity through the Reduction of Wasted Motion 42. Who Developed the Microchronometer and What Does It Do?Frank and Lillian Gilbert Time Worker Motions and Optimize Work Performance 43. What Are Fayals Principles? Believed That the Practice of Management Was Distinct From Other Organizational Functions 44. What Did Fayals Principles of Management Apply To? All Organizational Situations 45. What Did Weber Believe? Developed a Theory of Authority Based On an Ideal Type of Organization Bureaucracy 46. Webbers Bureaucracy Emphasized What?1. Emphasized Rationality 2. Predictability 3. Impersonality 4. Technical Competence 5. Authoritarianism 47. What Are The Hawthorne Studies? A Series of Productivity Experiments Conducted At Western Electric from 1924 To 193248. What Did The Hawthorne Experiments Do? Scientists Set Up Experiments with Control Groups of Employees and Experimental Groups for Whom the Level of Lighting Was Increased Then Later Decreased 49. What Were The Experimental Findings Of The Hawthorne Studies? Productivity Unexpectedly Increased Under Imposed Adverse Working Conditions. The Effect of Incentive Plans Was Less Than Expected

50. What Was The Research Conclusion Of The Hawthorne Studies? Social Norms, Group Standards and Attitudes More Strongly Influence Individual Output and Work Behavior than Do Monetary Incentives 51. What Is The Quantitative Approach? Also Called Operations Research Or Management Science. Evolved From Math and Stats Developed To Solve WWII Logistics and Quality Control Problems 52. Operations Research or Management Science Focuses On What?Improving Managerial Decision Making By 1. Applying Statistics2. Optimization Models3. Information Models4. Computer Simulations 53. Who Pioneered The Quality Movement? W. Edwards Deming TQM 54. Total Quality Management?1. Intense Focus on the Customer 2. Concern for Continual Improvement 3. Process-Focused 4. Improvement in the Quality of Everything 5. Accurate Measurement 6. Empowerment of Employees 55. The Systems Approach?A Set of Interrelated and Interdependent Parts Arranged In A Manner That Produces A Unified Whole 56. What Are The Basic Types Of Systems? Closed & Open Systems 57. Closed Systems? Are Not Influenced By and Do Not Interact With Their Environment (All System Input and Output Is Internal) 58. Open Systems? Dynamically Interact To Their Environments by Taking in Inputs and Transforming Them into Outputs That Are Distributed Into Their Environments 59. What Is Essential For Proper Functioning Of The Systems Approach? Coordination of the Organization's Parts 60. In The Systems Approach Do Decisions And Actions Taken In One Area Of The Organization Have An Effect In Other Areas Of The Organization? Yes 61. Why Must Organizations Adapt To Changes in Their External Environment Due To the Systems Approach?Organizations Are Not Self-Contained 62. What Is The Contingency Approach? Sometimes Called the Situational Approach There Is No One Universally Applicable Set of Management Principles by Which to Manage Organizations

63. Why Do Organizations Require Different Ways Of Managing? Organizations Are Individually Different, Face Different Situations (Contingency Variables) 64. What Are Some Popular Contingency Variables? 1. Organization Size 2. Routineness of Task Technology 3. Environmental Uncertainty 4. Individual Differences 65. How Is Organization Size A Contingency Variable? As Size Increases So Do the Problems of Coordination 66. How Is Routineness Of Task Technology A Contingency Variable? Routine Technologies Require Organizational Structures, Leadership Styles, and Control Systems That Differ From Those Required By Customized or No Routine Technologies 67. How Is Environmental Uncertainty A Contingency Variable? What Works Best In a Stable and Predictable Environment May Be Totally Inappropriate In a Rapidly Changing and Unpredictable Environment 68. How Is Individual Differences A Contingency Variable? Individuals Differ In Terms Of Their Desire for Growth, Autonomy, Tolerance of Ambiguity, And Expectations 69. What Is The Omnipotent View Of A Manager?Managers Are Directly Responsible For an Organization's Success or Failure

70. What Is The Symbolic View Of A Manager? Much Of An Organization's Success Or Failure Is Due To External Forces Outside Of Managers' Control.71. Give Examples of the Symbolic View of Management? 1. The Economy2. Customers 3. Governmental Policies 4. Competitors 5. Industry Conditions 6. Technology7. the Actions of Previous Managers 72. Constraints on Managerial Discretion? External - Organizational Environment Internal - Organizational Culture 73. What Is Organizational Culture? A System of Shared Meanings and Common Beliefs Held By Organizational Members That Determines, In a Large Degree How They Act Towards Each Other "The Way We Do Things Here" 74. What Are The Implications Of Culture? 1. Culture Is a Perception 2. Culture Is Shared 3. Culture Is Descriptive 75. How Do Employees Learn Culture? 1. Stories2. Rituals3. Material Symbols4. Language 76. How Is The Continuation Of Organizational Culture Implemented? 1. Recruitment of Likeminded Employees Who Fit 2. Socialization of New Employees to Help Them Adapt To the Culture 77. Dimensions of Organizational Culture? 1. Innovation and Risk Taking 2. Stability 3. Aggressiveness4. Team Orientation 5. People Orientation 6. Outcome Orientation7. Attention to Detail 78. What Would Be Considered A Strong Culture? Cultures in Which Key Values Are Deeply and Widely Held. They Have a Strong Influence on Organizational Members 79. What Are Some Benefits Of Strong Cultures? 1. Strong Employee Commitment 2. Aids in the Recruitment and Socialization of New Employees 3. Fosters Higher Organizational Performance by Instilling and Promoting Employee Initiative 80. How Does A Strong Culture Affect Managers? Cultural Constraints on Managers a. Proper/Improper b. Values/Encourages c. Strength/Weakness 81. What Is The Simple Rule For Getting Ahead In An Organization? Find Out What the Organization Rewards and Act Accordingly 82. Characteristics of an Ethical Culture? 1. High in Risk Tolerance2. Low to Moderate Aggressiveness3. Focus on Means As Well As Outcomes 83. Characteristics/Creating an Innovative Culture? 1. Challenge and Involvement2. Freedom3. Trust and Openness4. Idea Time 5. Playfulness/Humor 6. Conflict Resolution 7. Debates 8. Risk-Taking 84. Creating a More Ethical Culture? 1. Be a Visible Role Model 2. Communicate Ethical Expectations 3. Provide Ethics Training 4. Reward Ethical Acts and Punish Unethical5. Protective Mechanisms85. How to Create a Customer-Responsive Culture? 1. Hiring the Right Type of Employees 2. Few Rigid Rules3. Listening Skills In Relation To Customers' Messages4. Widespread Empowerment of Employees 5. Role Clarity 6. Caring Employees W/ Initiative 86. What Is An External Environment? Those Factors and Forces outside the Organization That Affect the Organization's Performance 87. What Are The Components Of The External Environment? 1. Specific Environment 2. General Environment 88. Specific Environment? External Forces That Have a Direct and Immediate Impact on the Organization (Customers, Suppliers, Competitors, Pressure Groups) 89. General Environment?Broad Economic, Sociocultural, Political/Legal, Demographic, Technological, and Global Conditions That May Affect the Organization 90. What Is Environmental Uncertainty? What Is It Affected By? The Extent to Which Managers Have Knowledge Of and Are Able To Predict Change Their Organization's External Environment Is Affected By a. Complexity Of The Environment b. Degree Of Change In Environmental Components 91. Explain the Complexity of the Environment? The Number of Components in an Organization's External Environment 92. Explain the Degree of Change in Environmental Components? How Dynamic or Stable the External Environment Is 93. Who Are Stakeholders? Any Constituencies in the Organization's Environment That Are Affected By the Organization's Decisions and Actions

94. Example of Stakeholders? 1. Employees 2. Unions 3. Shareholders 4. Communities 5. Media 6. Go 7. Competitors 8. Customers 95. What Is Parochialism? Viewing the World Solely Through One's Own Eyes and Perspectives 96. What Is The Ethnocentric Attitude? The Parochialistic Belief That the Best Work Approaches and Practices Are Those of the Home Country 97. What Is The Polycentric Attitude? The View That the Managers in the Host Country Know the Best Work Approaches and Practices for Running Their Business 98. What Is The Geocentric Attitude? A World-Oriented View That Focuses on Using the Best Approaches and People From Around the Globe 99. What's Multinational Corporation? Maintains Operations in Multiple Countries 100. Different Types of International Organizations? 1. Multinational Corporation 2. Multidomestic Corporation 3. Global Company 101. What Is Multidomestic Corporation? Give an Example? A Monk That Decentralizes Management and Other Decisions to the Local Country Polycentric 102. What Is A Global Company? Give an Example?A Monk That Centralizes Its Management and Other Decisions in the Home Country Ethnocentric 103. What Is A Transnational Corporation? Give an Example? Borderless Organization. A Monk That Has Eliminated Structural Divisions That Impose Artificial Geographic Barriers Geocentric 104. 5 Stages of International Development? 1. Domestic Company 2. Domestic Company W/ Export Division 3. Primarily Domestic Company with International Division 4. Multinational Corporation with Multidomestic Emphasis 5. Multinational Corporation with Global Emphasis 105. Environmental Challenges? 1. Economic 2. Political/Legal

106. What Are Economic Environmental Challenges? Give an Example? 1. Currency Exchange Rates2. Economic System 3. Inflation, 4. Taxes 5. Natural Resources 6. Infrastructure Free Market vs. Planned Economy 107. What Are Political/Legal Environmental Issues?1. Government Stability 2. Incentives for International Trade and Controls on International Trade3. Economic Communities 4. Fair Elections5. Laws 108. What Is National Culture? The Values and Attitudes Shared By Individuals from a Specific Country That Shape Their Behavior and Their Beliefs about What Is Important 109. What Has More Influence On An Organization: National Culture Or Organizational Culture? National Culture 110. What Are Hofstede's 5 Dimensions? 1. Social Orientation 2. Power Orientation 3. Uncertainty Orientation 4. Goal Orientation 5. Time Orientation 111. What Is Social Orientation? The Relative Importance of the Interests of the Individual versus the Interests of the Group 112. What Are The Two Aspects That Belong To Social Orientation?Individualism and Collectivism 113. What Is Individualism? (Social Orientation) The Interests of the Individual Take Precedence 114. What Is Collectivism? (Social Orientation) The Interests of the Group Take Precedence115. What Is Power Orientation? The Appropriateness of Power/Authority within Organizations 116. What Are The Two Concepts That Belong To Power Orientation? Power Respect and Power Tolerance 117. What Is Power Respect? Authority Is Inherent In One's Position within a Hierarchy 118. What Is Power Tolerance?Individuals Assess Authority In View Of Its Perceived Rightness or Their Own Personal Interests 119. What Is Uncertainty Orientation? An Emotional Response to Uncertainty and Change 120. What Are The Two Concepts That Belong To Uncertainty Orientation? Uncertainty Acceptance & Uncertainty Avoidance 121. What Is Uncertainty Acceptance?Positive Response to Change and New Opportunities 122. What Is Uncertainty Avoidance?Prefer Structure & A Consistent Routine 123. What Is Goal Orientation?What Motivates People to Achieve Different Goals 124. What Are The Concepts That Belong To Goal Orientation? Aggressive Goal Behavior & Passive Goal Behavior 125. Aggressive Goal Behavior? 1. Value Material Possessions2. Money 3. Assertiveness 126. Passive Goal Behavior? Value Social Relationships Quality Of Life and the Welfare of Others 127. What Is Time Orientation? The Extent to Which Members of a Culture Adopt a Long Term or a Short Term Outlook on Work and Life 128. What Are The Two Concepts That Belong To Time Orientation? 1. Long Term Outlook 2. Short Term Outlook 129. Long Term Outlook? Willing To Work Hard For Many Years

130. Short Term Outlook?Prefer More Immediate Rewards 131. What Is Diversity? Array of Physical and Cultural Differences That Constitute the Spectrum of Human Differences 132. Surface Level Diversity?Demographic Characteristics 133. Deep Level Diversity? Differences In: 1. Values 2. Personality 3. Work Preferences 134. Why Is Diversity Important? 1. For People Management2. Organizational Performance3. Strategy 135. How Does Diversity Affect People Management? 1. Attracts And Retains Employees 2. Increased Quality Of Team Problem Solving Efforts 3. Better Use Of Employee Talent 136. How Does Diversity Affect Organizational Performance? 1. Reduced Costs With Turnover, Absenteeism, And Lawsuits; 2. Enhanced Problem Solving Ability, Improved System Flexibility

137. How Does Diversity Affect Strategy? 1. Increased Understanding Of The Marketplace 2. Improve Sales Growth And Market Share 3. Competitive Advantage Due To Improved Innovation 4. Moral And Ethical 138. How Is The Work Place Changing? 1. Larger Population: US And World 2. Aging Population 3. Racial/Ethnic Composition 139. Give Examples of Diversity 1. Age 2. Gender 3. Race And Ethnicity4. Disability 5. Religion 6. LGBT 140. What Are Some Challenges To Managing Diversity? 1. Personal Bias, Prejudice, Stereotyping, Discrimination 2. Glass Ceiling3. Legal Aspects 141. What Are Solutions To Problems Of Managing Diversity? 1. Mentoring 2. Diversity Training 3. Employee Resource Groups 4. Top Management Commitment121