Management Concepts and Strategies

<p>Existence, Relatedness, Growth (C)</p> Signup and view all the answers

<p>Their capacity to inspire and influence others (B)</p> Signup and view all the answers

<p>To manage day-to-day operations (C)</p> Signup and view all the answers

<p>Reactor (A)</p> Signup and view all the answers

<p>Programmed decisions (D)</p> Signup and view all the answers

<p>Market growth rate and share (D)</p> Signup and view all the answers

<p>Subordinates based on performance standards (A)</p> Signup and view all the answers

<p>Setting performance standards (D)</p> Signup and view all the answers

<p>Using intuition and judgment amid uncertainty (D)</p> Signup and view all the answers

<p>Overall goals and purpose (D)</p> Signup and view all the answers

<p>Legitimate power (D)</p> Signup and view all the answers

<p>Confirmation bias (B)</p> Signup and view all the answers

<p>Functional departmentalisation (A)</p> Signup and view all the answers

<p>Strong emphasis on hierarchical structure (A)</p> Signup and view all the answers

<p>Estimating the required quality and quantity of HR (B)</p> Signup and view all the answers

<p>Simple structure (B)</p> Signup and view all the answers

<p>Estimate deficits (A)</p> Signup and view all the answers

<p>Fluid roles and unclear responsibilities (A)</p> Signup and view all the answers

Power derived from a person's position or role in an organization.

A tendency to continue investing in failing projects even when there's clear evidence the project is failing.

Organisational structure grouping employees based on their similar skills or specialisations (e.g., marketing, finance).

Only looking for information that supports what you already believe.

Estimating the future need for human resources in an organization.

Estimating the availability of potential employees with needed skills.

Resources already invested in a failing project, which lead to continuing that project even when it's losing money.

A flat organizational structure common in small, young companies.

A long-term plan, typically 5 years or more, outlining the overall direction of a business.

A short-term plan, breaking down a strategic plan into smaller, actionable steps.

A daily plan outlining how to run a business on a day-to-day basis.

A management technique where managers set performance standards and subordinates set personal goals based on those standards.

A technique used to analyze a business by identifying its Strengths, Weaknesses, Opportunities, and Threats.

Everyday decisions made using established rules and procedures at a lower level.

Important decisions at a higher level involving judgment and creativity.

Decision-making where managers are rational but also influenced by limitations and uncertainty; making the best choice possible with available information.

A strategic process of forecasting future HR needs and developing plans to meet those needs.

The process of attracting and selecting qualified candidates for open positions.

Choosing the best candidate from a pool of applicants.

A theory that suggests individuals are motivated by a hierarchy of needs, starting with basic needs like physiological and safety and progressing to higher-level needs like self-actualization.

A leadership theory that states leaders are born with certain innate traits.