Management Key Terms Quiz
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Questions and Answers

What should you do to assess your progress toward objectives?

  • Ignore weaknesses as they do not affect outcomes.
  • Only focus on your strengths.
  • Set new objectives without measuring current performance.
  • Evaluate accomplishments relative to desired results. (correct)

What is the initial step in the control process?

  • Measure actual performance.
  • Implement the plan.
  • Generate alternative scenarios.
  • Establish objectives and standards. (correct)

What types of standards are used in measuring performance?

  • Only qualitative standards.
  • No standards are necessary.
  • Input and output standards. (correct)
  • Only output standards.

When analyzing alternatives, what is essential for making a plan?

<p>Evaluate possible actions and choose the most likely to succeed. (C)</p> Signup and view all the answers

What is necessary for effective control of the performance process?

<p>Accurate measurement of actual performance results. (D)</p> Signup and view all the answers

What is the main focus of Frederick W. Taylor's concept of scientific management?

<p>Careful selection and training of workers alongside supervisory support. (C)</p> Signup and view all the answers

Which of the following is NOT one of Taylor’s four guiding principles of scientific management?

<p>Select workers based on personal interests. (C)</p> Signup and view all the answers

In Henri Fayol's 14 Principles of Management, what does the principle of 'Division of Labour' entail?

<p>Specializing work to improve efficiency and skill development. (B)</p> Signup and view all the answers

What concept is primarily associated with Max Weber's contributions to Classical Management?

<p>The establishment of a bureaucratic structure with clear hierarchies. (B)</p> Signup and view all the answers

What foundational principle does 'Discipline' as described by Fayol emphasize in management?

<p>Obedience grounded in respect for authority. (C)</p> Signup and view all the answers

Which principle states that a satisfied need does not motivate behavior?

<p>Deficit principle (C)</p> Signup and view all the answers

In Maslow's hierarchy of needs, which is considered the highest level?

<p>Self-actualization needs (C)</p> Signup and view all the answers

What does Theory X assume about people in the workplace?

<p>People dislike work and prefer to be led (A)</p> Signup and view all the answers

Which need is associated with feelings of safety and stability in daily life according to Maslow?

<p>Safety needs (B)</p> Signup and view all the answers

Which of the following needs is focused on interpersonal relationships and sense of belonging?

<p>Social needs (C)</p> Signup and view all the answers

Douglas McGregor's view of human nature suggests that managers should focus on:

<p>Fostering social and self-actualizing needs (C)</p> Signup and view all the answers

According to Maslow, when can a need at one level be activated?

<p>When the previous level need is satisfied (C)</p> Signup and view all the answers

What does the control equation Need for Action = Desired Performance – Actual Performance express?

<p>The disparity that necessitates corrective actions. (A)</p> Signup and view all the answers

What is the primary motivator for behavior according to the deficit principle?

<p>The satisfaction of deprived needs (C)</p> Signup and view all the answers

Which method of comparison uses current performance in relation to past benchmarks?

<p>Historical comparison (C)</p> Signup and view all the answers

Which situation illustrates a need for corrective action based on the control equation?

<p>Actual performance is lower than the established standard. (A)</p> Signup and view all the answers

Management by exception focuses on which type of situations?

<p>Situations showing the greatest need for action. (A)</p> Signup and view all the answers

What characterizes the Reward source of Position Power?

<p>The capacity to offer something of value to influence behavior. (A)</p> Signup and view all the answers

Which source of Personal Power derives from specialized knowledge and skills?

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

Which type of Position Power involves the right to control others due to one’s organizational position?

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

What should a manager do when actual performance exceeds the standard?

<p>Analyze reasons for extraordinary performance. (D)</p> Signup and view all the answers

What term describes the tendency of some people to avoid responsibility in group settings?

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

Which managerial level is responsible for guiding the performance of the entire organization?

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

What function of management involves setting objectives and determining actions to achieve them?

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

Which of the following is NOT a type of manager?

<p>Team Creator (C)</p> Signup and view all the answers

Which managerial skill focuses on the ability to work effectively with others?

<p>Human/Interpersonal Skill (C)</p> Signup and view all the answers

What does the term 'synergy' mean in a team context?

<p>A collective effort that produces a greater outcome than individual efforts (D)</p> Signup and view all the answers

Which of the following best describes 'Cohesiveness' in a team?

<p>The mutual attraction and commitment of team members (A)</p> Signup and view all the answers

Who is responsible for directly overseeing the work of non-managerial workers?

<p>Team Leader (B)</p> Signup and view all the answers

What is the primary focus of Corporate Social Responsibility (CSR)?

<p>Balancing organizational interests with societal needs. (D)</p> Signup and view all the answers

Which function of management involves setting objectives and developing strategies?

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

Which style of leadership is characterized by fostering a sense of trust and purpose?

<p>Transformational leadership (C)</p> Signup and view all the answers

What key component is essential for evaluating team performance?

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

Why is understanding human behavior crucial for effective leadership?

<p>It enables leaders to address team members' needs and motivations. (C)</p> Signup and view all the answers

What does the organizing function of management primarily involve?

<p>Coordinating activities and allocating resources. (B)</p> Signup and view all the answers

Which of the following best describes a great leader’s role in the leading function?

<p>Motivating and inspiring team members. (C)</p> Signup and view all the answers

What is a key responsibility of a leader when controlling?

<p>Evaluating performance and making necessary adjustments. (A)</p> Signup and view all the answers

Flashcards

Social Loafing

The tendency of some people to avoid responsibility by 'free-riding' in groups.

Norm

A behavior rule or standard expected to be followed by team members.

Cohesiveness

The degree to which members are attracted and motivated to remain part of the team.

Terminal Values

Preferences about desired end states.

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Instrumental Values

Preferences regarding the means to desired ends.

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Planning

The process of setting objectives and determining what should be done to accomplish them

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Organizing

The process of assigning tasks, allocating resources, and coordinating work activities

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Leading

The process of arousing enthusiasm and inspiring efforts to achieve goals.

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Scientific Management

A management approach that emphasizes careful selection and training of workers, and supervisory support, to improve efficiency.

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Taylor's Observation

Frederick W. Taylor, known as the "Father of Scientific Management", observed that workers lacked clear guidelines for their tasks, leading to inefficiency.

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Taylor's Scientific Management Principles

Taylor identified four core principles for improving work efficiency: developing a 'science' for each job, selecting suitable workers, training them effectively, and providing support.

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Motion Study

The process of breaking down a task into its basic physical motions, aiming to optimize each step and eliminate unnecessary movements.

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Division of Labor

One of Fayol's 14 principles, this principle emphasizes that specialization leads to continuous improvement in skills and methods.

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Establish objectives and standards

Setting clear goals and specific criteria for measuring progress towards those goals.

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Measuring actual performance

Comparing actual performance to the established standards.

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Control Process

The entire process of setting goals, measuring progress, and taking corrective actions to achieve those goals.

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Output standards

These assess the results of work based on factors like quantity, quality, cost, or time.

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Input standards

These measure the effort put into completing a task, evaluating the amount of work invested.

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Corporate Social Responsibility (CSR)

The obligation of an organization to serve both its own interests and the interests of society.

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Leadership

The ability to guide, motivate, and inspire individuals to work together to achieve shared goals.

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Functions of Management

The fundamental functions of management: planning, organizing, leading, and controlling. These functions help leaders guide teams and achieve organizational goals.

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Controlling

Monitoring progress, evaluating performance, and implementing necessary adjustments to keep the team aligned with organizational goals.

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Behavioral Management Approaches

A leadership approach that focuses on understanding human behavior to address the needs, motivations, and aspirations of team members.

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What is a need in Maslow's theory?

A physiological or psychological deficiency that a person feels compelled to satisfy.

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What is the Deficit Principle?

Once a need is met, it no longer motivates behavior. People act to satisfy unmet needs.

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What is the Progression Principle?

Needs are arranged in a hierarchy, and a need at any level is only activated when the lower need is satisfied.

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What are Physiological Needs?

The most basic need; it involves physical survival and well-being.

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What are Safety Needs?

The desire for security, protection, and stability in everyday life.

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What are Social Needs?

The need for love, affection, and a sense of belonging in relationships with others.

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What are Esteem Needs?

The need for esteem in the eyes of others, respect, prestige, and recognition, as well as self- esteem and a sense of competence.

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What are Self-Actualization Needs?

The highest level of need; it involves self-fulfillment, growth, and using abilities to the fullest potential.

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Need for Action

The difference between desired performance and actual performance. It highlights the need for action.

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Historical Comparison

Using past performance as a benchmark to compare current performance.

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Relative Comparison

Comparing performance to others in the same field, like other individuals, teams, or organizations.

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Engineering Comparison

Using pre-determined standards based on scientific methods like time and motion studies.

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Corrective Action

Acting to correct problems or make improvements when desired and actual performances differ.

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Management by Exception

Focusing on situations with the most significant performance discrepancies to take immediate action.

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Position Power

Power derived from one's official position in the organizational hierarchy.

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Personal Power

Power based on an individual's unique qualities and characteristics.

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Study Notes

Defining Key Terms

  • Intellectual Capital: The collective brainpower or shared knowledge of a workforce.
  • Knowledge Worker: Someone whose mind is a critical asset to employers.
  • Ethics: Moral standards of what is "good" and "right" in behavior.
  • Ethical Dilemma: A situation with potential benefit but also unethical elements.
  • Organization: A group of people working toward a common goal.
  • Productivity: The quality and quantity of work performance, considering resource use.
  • Performance Efficiency: The resource cost associated with goal accomplishment (input).
  • Performance Effectiveness: The accomplishment of tasks/goals (output).
  • Manager: Someone responsible for supporting and guiding others' work.
  • Accountability: The responsibility for showing results to a supervisor.
  • Systematic Thinking: A rational, analytical approach to problems.
  • Intuitive Thinking: A flexible, spontaneous approach to problems.
  • Objectives: Specific desired results.
  • Forecasting: Predicting future events.
  • Contingency Planning: Identifying alternative actions for unexpected issues.
  • Benchmarking: Comparing internal and external performance for improvement.
  • Formal Structures: The official organization structure.
  • Informal Structures: Unofficial relationships among members.
  • Progressive Discipline: Linking reprimands to the severity and frequency of misbehavior.
  • Feedforward Controls: Ensuring the right directions and resources are available before work begins.
  • Feedback Controls: Evaluating how an action affects others or outcomes.
  • Concurrent Controls: Monitoring actions during the work process.
  • Leadership: Inspiring others to achieve important tasks.
  • Power: The ability to influence others or outcomes.
  • Empowerment: Granting others the power to make decisions and take action.
  • Motivation: The level, direction, and persistence of effort at work.
  • Needs: Unmet desires, either physiological or psychological.
  • Extrinsic Rewards: Acknowledgement or compensation offered by others.
  • Intrinsic Rewards: Satisfaction received from within, during the performance.
  • Team: A group of people working together toward common goals.
  • Teamwork: The collaborative process of achieving common goals.
  • Synergy: The combined effect exceeding the sum of individual contributions.
  • Social Loafing: The tendency for some individuals to avoid responsibility in groups.
  • Norm: A behavior rule within a group or organization.
  • Cohesiveness: The attraction and motivation to remain part of a group.
  • Stakeholder: Individuals or groups affected by the actions of an organization.
  • Compliance vs. Conviction: Different levels of agreement with organizational requirements.
  • Terminal Values: Desired end states.
  • Instrumental Values: Values concerning the means to achieve desires.

Managerial Levels and Types

  • Top Managers: Guide the overall organization or major parts.
  • Middle Managers: Oversee large departments or divisions.
  • Team Leaders: Supervise non-managerial workers.
  • Line Managers: Directly contribute to producing goods/services.
  • Staff Managers: Provide technical expertise to support line workers.
  • Functional Managers: Manage a specific area like finance or marketing.
  • General Managers: Manage complex, multi-functional units.
  • Administrators: Managers in public or non-profit organizations.

Management Functions

  • Planning: Setting objectives and determining strategies to achieve them.
  • Organizing: Assigning tasks, allocating resources, coordinating work.
  • Leading: Inspiring enthusiasm and effort toward goals.
  • Controlling: Measuring performance to ensure desired outcomes.

Managerial Skills

  • Technical Skill: Using expertise to perform a task proficiently.
  • Human/Interpersonal Skill: Working effectively with others.
  • Conceptual Skill: Diagnosing & solving complex problems through analysis.

Classical Management Contributions

  • Frederick W. Taylor: Principles of Scientific Management (worker selection, training, and support).
  • Henri Fayol: 14 Principles of management (division of labor, authority etc.).
  • Max Weber: Bureaucracy as a rational, efficient organizational structure.

Behavioural Management Contributions

  • Abraham Maslow: Hierarchy of needs (physiological, safety, social, esteem, self-actualization).
  • Douglas McGregor: Theory X (people dislike work) & Theory Y (people are self-motivated).
  • Chris Argyris: Personality and organization (treating people positively).

Decision Environments

  • Certain: Complete information on alternatives and consequences.
  • Uncertain: Limited information, difficulty assigning probabilities.
  • Risk: Incomplete information, probabilities used for decision-making.

Problem-Solving Styles

  • Avoiders: Ignore problems unless forced to confront them.
  • Solvers: React to problems when they arise, rather than anticipating them.
  • Seekers: Actively monitor situations and proactively address potential problems.

Decision-Making Process

  • Identify the problem.
  • Explore alternatives.
  • Choose a course of action.
  • Execute the chosen plan.
  • Evaluate the results.

Planning Process

  • Define objectives.
  • Assess current situation.
  • Consider future conditions.
  • Explore & evaluate choices.
  • Implement & monitor

Control Process

  • Establish objectives/standards.
  • Measure actual performance.
  • Compare results to benchmarks.
  • Take corrective action.

Power Sources

  • Position Power: Based on authority (Reward, Coercive, Legitimate).
  • Personal Power: Based on personal characteristics (Expert, Referent, Relational).

Leadership Styles (Blake and Mouton)

  • Authority-obedience: Task-oriented, directive leadership.
  • Country club: People-oriented, accommodating leadership.
  • Impoverished: Low concern for both task and people.
  • Team: High concern for both task and people.

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Description

Test your understanding of essential management key terms such as Intellectual Capital, Ethics, and Productivity. This quiz covers definitions and concepts critical for knowledge workers and organizational success. Challenge yourself to see how well you grasp these important ideas.

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