Management PDF

# Менеджмент ## 1 - What is Management? - Activity involved in preparing, developing and implementing management decisions. - Management of a team of people during the process of public production. - A purposeful, conscious process of regulating production processes to achieve the goa...

# Менеджмент ## 1 - What is Management? - Activity involved in preparing, developing and implementing management decisions. - Management of a team of people during the process of public production. - A purposeful, conscious process of regulating production processes to achieve the goals of the organization. - Management of production and economic systems: - Businesses - Firms - Companies, etc. ## 2 - Management as a science - A complex of knowledge about methods and ways of production management. - Economic science about ways of preparing, making and implementing management decisions in the field of production. - A system of methodological techniques and methods for studying management science. - A field of knowledge with a specific subject and methods for studying patterns. ## 3 - The Main Content of Management - Ensuring the effective operation of the organization to achieve its goals. - An integrated process of developing solutions for the use of resources in the production and economic system. - Organizing the activities of the management apparatus of the production and economic system. - Management of production, personnel and finances to achieve goals. ## 4 - Who is a manager? - Subject of management, an official in an organization, possessing knowledge and management skills, vested with authority and responsibility. - A profession that can be mastered by a person regardless of his psychophysical characteristics. - A person who has undergone special training and achieves results through the work of other people. - A professional organizer with a certain amount of knowledge in the field of production management, technology and economics. ## 5 - Factors Influencing Management Development - The level of development of information and technological support for production and management work. - Division and cooperation of labor, the technical and technological level of production. - Features and a special level of production, the level of development of science and technology. - The dominant mode of production. ## 6 - Object and Subject of Management - People - Technical Resources - Financial resources - Technology ## 7 - The Main Task of the Manager - To get the maximum return from available resources. - Maximize profits. - Organization of labor for personnel. - Establishing a system of internal communication. ## 8 - Management and Administration - Interrelated processes in which management is a particular area of administration. - One and the same. - Different but interconnected processes - Interrelated processes in which administration is a particular area of management. ## 9 - Management Function Ensuring Staffing - Organization - Planning - Control - Motivation ## 10 - What is not a product of the manager's labor? - Finished goods - Performed function - Solved task - Management decision ## 11 - Object of Administration - Controlled subsystem - Connecting subsystem - Control subsystem - Financial subsystem ## 12 - Subject of Administration - Controlled subsystem - Controlled subsystem - Connecting subsystem - Financial subsystem ## 13 - Management Schools - Administrative or classical school of management - School of scientific management - School of human relations and school of behavioral science - School of management science or mathematical school of management ## 14 - Theory of Management - Situational theory of management - Theory of organizational culture - Quantitative theory of management - Theory of mass service ## 15 - Situational Approach - The development of "situational thinking" - Analysis of human relations in a group. - Systematic work standardization for employees - Continuous series of interconnected management functions. ## 16 - Process Approach - A continuous series of interconnected management functions. - Interaction of employees. - A specific situation. - A set of system elements. ## 17 - Founder of the Administrative School - Fayol - Gilbreth - Maslow - Taylor ## 18 - Purpose of the Administrative School - Improving the management of organizations as a whole. - Increasing efficiency in specific workplaces. - Identifying a leader in a work team. - Studying interpersonal relationships in a team. ## 19 - Approaches to Management - Dynamic - Process - Situational - Systemic ## 20 - The Main Principle of Management - The need to adapt to the external environment. - Theory of natural selection - Theory of dependence on resources. - Theory of the viability of the structure. - Theory of competition. ## 21 - Information Flow into the Organization - Resources - Standards. - Reports. - Goals. ## 22 - Information Flow Out of the Organization - Reports. ## 23 - What is the Management Method? - A set of techniques and methods of influence on a controlled object to achieve the goals set by the organization. - Essential, repetitive, objective relationships between phenomena and processes in economic activity. - A set of elements in relationships and interactions with each other, forming a certain integrity. - The field of work. ## 24 - Economic Methods - Wages, bonuses, fines. - Well-placed criticism. - Pricing. - Discipline. ## 25 - Socio-Psychological Methods - Organization relations - Economic laws and patterns of nature and society. - Formation and development of public opinion. - Socially and personally significant values. - The economic interests of the individual. ## 26 - Leadership - Type of management interaction - Management type. - Method of management. - Way of influencing subordinates. ## 27 - The First Theory of Motivation - Theory of "carrot and stick". - Vroom theory. - Maslow's hierarchy of needs. - Adams' equity theory ## 28 - The Upper Level of Maslow's Pyramid - Self-expression. - Self-assertion. - Desire for contact - Physiological needs. ## 29 - McClelland - Success, affiliation, power. - Food, shelter, rest. - Authority, leadership, fame. - Security, confidence in the future, stability. ## 30 - The Basis of the Leader’s Actions - Vision - Plan - Goal - People ## 31 - Incorrect Statements About Leaders - Often, a leader is not a manager. - Most managers have leadership qualities. - A leader who is not a manager is rare. - A leader is often an adored person, loved by all, believed by all he says. - The need for power - The need for belonging. - The need for security. - The need for self-expression. ## 32 - Maslow - Maslow’s hierarchy of needs ## 33 - Leader - Gives an impulse to movement. - Supports movement; - Obstructs movement; - Does not affect movement. ## 34 - Relationships Between Functional Units - Horizontal connections. - Vertical connections. - Functional connections. - All listed connections ## 35 - Traditional Methods of Management - Administrative, economic and socio-psychological. - Bureaucratic, economic and socio-psychological. - Administrative, bureaucratic and socio-psychological - Economic, socio-psychological and democratic. ## 36 - Direct Impact Environment - Political situation. - Development of technology and technology. - Competitors - Legislative acts. ## 37 - Goals of the Scientific Management School - Maximum increase in labor productivity at a workplace. - Maintaining a satisfactory socio-psychological climate in the organization. - Development of innovative management. - Defining the functions and principles of effective management. ## 38 - What is Leadership? - The ability to influence individuals and groups. - The main condition for the functioning of the organization. - High pay. - Obvious victory in conflict. ## 39 - Motivation - Motivating a person or a group of people with their own needs to work towards common goals. - A set of techniques and methods of behavior. - A collection of elements interconnected. - A set of basic guidelines that must be followed in management activities. ## 40 - Control Function - Setting standards, comparing work performed to standards. - Determining resources - Defining and selecting goals for the organization. - Selection, training of personnel ## 41 - Liberal Management Style - It cannot maintain productivity for a long time. - Encourages professional growth. - Motivates subordinates to productive work. - It is negatively perceived by experienced employees. ## 42 - Factors of Indirect Impact - Labor resources - Technology and scientific and technological progress. - The state of the economy. - Sociocultural and political factors. ## 43 - Brainstorming Decisions - Collective. - Individual. - Routine. - Standard. ## 44 - Intuitive Decisions - This is a choice based solely on the fact that it is right - This is a choice based on knowledge and experience. - This is a choice based on an analytical process. - This is a collective choice. ## 45 - Decision-Making - Conscious choice of actions from available alternatives to achieve desired results. - A way to motivate people to achieve specific goals. - The process of forming alternatives. - The process of exchanging information between two or more subjects. ## 46 - Delegation - The process whereby managers delegate some of own power to people accountable to them, thereby increasing own power. - A way to motivate people to achieve a goal. - A set of employees in the management apparatus who are at same level of management. - Developing long-term plans. ## 47 - Adaptation of an Employee in a Team - Orientation. - Adaptation. - Identification. - Accreditation. ## 48 - The Connecting Link of Management - Management decisions - Communication - Economic methods - Operational management ## 49 - Autocratic Management Style - The employee needs help in management, the employee is highly qualified, the employee is responsible and diligent, and the employee makes decisions on commitments made. ## 50 - The Beginning of The Decision-Making Process - Setting management goals. - Formulating the mission of the enterprise. - Identifying the problem. - Identifying the person responsible for making decisions. ## 51 - Delegation - Delegating responsibility to a lower level of management. - Setting priorities. - Delegating power downward and accepting such power by a lower-level manager. - Trust in subordinates. ## 52 - Information Criteria for Communication Effectiveness - The closeness of the meaning of the received message to the meaning of the sent message. - Satisfaction of communication partners. - A friendly atmosphere of communication. - The desire of the parties to continue communication. ## 53 - Corporate culture - Shared beliefs and values. - Socially accepted forms of behavior. - Rules set by the organization's management. - Production features. ## 54 - Workplace Stress - Regulation. - Elimination. - Dismissal. - Change of work. ## 55 - The Management Method Instrument - Socio-psychological - Economic - Administrative - Legal ## 56 - The Universal Management Scheme - The majority of cases - Possible - Impossible - In rare cases ## 57 - Planning - From financial management to sales management. - From regulatory management to rational management. - From the future to the present. - From the past to the future. ## 58 - Socio-Psychological Methods - Moral and psychological climate. - Infrastructure - Hierarchical relationships - Administrative coercion. ## 59 - Creativity in Management - Problem diagnosis ## 60 - The Most Important feature of Modern Management - Growing demands on personnel management. - Widespread computerization of the management process. - Rapid changes in the organizational forms of production and its management. - Changing relationships between the company's management and staff. ## 61 - Productive Labor - Yes, because it is intended to ensure the integrity of the entire workforce. - Yes, because management creates new value. - No, this is just supervision and control. - No, this is just a consequence of the contradiction between wage labor and the owner of the means of production. ## 62 - Tools of Organizational and Administrative Methods - Orders and directives - Standards and regulations. - Regulations - Material incentive systems ## 63 - Economic Methods - Directive indicators. - Profitability indicators. - Taxes and tax policy. - Prices and pricing. ## 64 - Successful Business Priorities - People-production-profit - Profit-people-production - Production-profit-people - People-profit-production ## 65 - Components of Communication - Source, message, channel, receiver. - Object, subject, channel, interaction. - Object, subject, influence, feedback. - External environment, internal environment, channel, interaction. ## 66 - Motivation - Motive - Need - Motivation. ## 67 - The Need - The need - Motivation - Perception - Attitude ## 68 - Motivating Yourself and Others - Motivation. - Communication - Attitude - Management ## 69 - National Management Systems - Mentality - Religion - Law - Tradition. ## 70 - Language in Interpersonal Communication - Verbal and nonverbal. - Formal and colloquial ## 71 - The Conflict. Modern Management - A tool for organizational change. - The consequence of bad character. - The need for change. - Evil that should not be allowed in the organization. ## 72 - Perfect Communication - Impossible - Possible, but it rarely happens in practice. - Possible only with the help of managers. - Possible, but it requires a lot of managerial effort. ## 73 - Effective Communication - Reduce the frequency of ineffective communication. - Activating communication processes in the organization. - Organizing communication processes. - Making all communication processes effective. ## 74 - Autocratic Management Style Features - It promotes the professional growth of all workers. - Efficiency and timeliness. - The possibility of professional growth for inexperienced workers. - A high probability of making the right decision. ## 75 - Types of Reward - Material and moral - Internal and external. - Official and unofficial. - Current and expected ## 76 - The Emergence Of Management Science - The establishment of big business. - The collapse of the era of "free enterprise". - The transition to factory production. - The growth of labor activism. ## 77 - The Ultimate Goal Of Management - Ensuring profitability. - Developing a technical and economic base. - Rational organization of production. - Improving the qualifications and creativity of the employee. ## 78 - Organizational Documents - Announcements of sales. - Staffing. - Regulations and procedures. - Charter. ## 79 - The Main Function Of Management - Planning. - Monitoring production progress - Methodical provision of decision-making. - Issuing orders and directives ## 80 - Goals - What needs to be done. - Performing management functions. - Organization's mission. - The direction of activity. ## 81 - Incorrect Statements About Managers - A manager always performs only control functions. - Management arose long before the advent of management. - The main function of management is coordination. - A manager can be the owner of the enterprise. ## 82 - Network Resources - Accuracy of information - The cost of information services. - A wide range of ways to provide information - Search for possible management problems. ## 83 - Manager’s Competency - Uniting people. - Setting goals and objectives. - Organizing the organizational structure - Monitoring ## 84 - Leadership - A leader - A manager - A subject - The universe. ## 85 - Management Subjects - The leader who holds a permanent position at the enterprise. - Functional area of ​​activity. - An enterprise with its own system of goals. - Work team and relationships within it. ## 86 - ## 87 - Known Models of Management - Japanese model. - Swiss model. - Chinese model. - Norwegian model. ## 88 - Management Styles - Based on the results of situational analysis. - Delegating. - Autocratic. - Democratic. ## 89 - Management Creativity - Problem diagnosis. - Implementation of an effective incentive system. - Management functions. - Improving the quality of products. ## 90 - Prestige - An employee's attempts to fulfill his social role. - An employee’s attempts to get a promotion. - An employee's desire to get a high salary. - An employee's desire to participate in public work. - An employee's desire to influence other people. ## 91 - Enterprise Mission - The production and sale of high-quality and affordable goods. - Increasing current profits - Staff reduction. - Ensuring maximum current dividends for shareholders. - Saving on the costs of production and sales. ## 92 - Decision-Making Criteria - Both quantitative and qualitative indicators. - Only quantitative indicators. - Only qualitative indicators. - Indicators that allow you to calculate the efficiency of the solution. ## 93 - Management Decision Goals - Strategic component of a management decision. - The criterion for the effectiveness of a management decision. - The basis for finding and defining a problem - It takes into account the human factor in the development of a management decision. ## 94 - System Approach - Developing the organization’s mission. - Explaining the nature of the manager’s work. - Defining the optimal way to solve a management problem. - Distributing responsibilities between line and functional managers. ## 95 - School of Human Relations - Rethinking the validity of F. Taylor's concept and his theory of "carrot and stick". - Introducing the concept of “economic man” to the scientific community. - Developing methods for analyzing work and the workplace. - Creating a theoretical basis for the construction of automated management systems. ## 96 - Management Research Methods - Time and motion study - Analysis of accumulated experience. - Surveying. - Building a mathematical model. ## 97 - The Advantages of The Process Approach - Automating some management processes. - Eliminating the scientific search for the best solutions to problems. - Recognizing external factors and finding ways to analyze them. - Widely using mathematical methods in management. ## 98 - The Advantages of The Situational Approach - Eliminating the scientific search for the best solutions to problems. - Recognizing external factors and finding ways to analyze them. - Automating some management processes. - Widely using mathematical methods in management. ## 99 - The Object of the School of Human Relations - Laws of interaction between the object and subject of management. - A separate management task. - Management process. - Workplace and work performed there. ## 100 - The Object of Management - Organization and its structure. - The management process as a mass phenomenon. - Manager and his work. - The management cycle and its components. ## 101 - System Approach - Organization. - The connecting process. - Situation. - Management task. ## 102 - Informal Relationships - Conversation. - Rumor. - Semantion. - Empathy. ## 103 - Group Solution - The adequacy of information - Responsibility - The effect of empathy - Speed ## 104 - Professional Communication - Only in a narrow professional environment, where everyone understands the terminology. - Possibly wider, since specialized terms more accurately reflect the nuances. - Selectively, among the initiated. - Avoid using in oral speech, but actively use in special documents. ## 105 - The Informative Function of Conflict - Highlighting those areas of the organization in which the old does not correspond to the new. - Highlighting those problems that need to be discussed in the team. - Determining the direction of future changes. - Understanding, from which organizational components one should abandon. ## 106 - Conflict vs. Confrontation - The incident. - Object. - Problems. - Recipient ## 107 - Programmable Decisions - Have an algorithm for making. - Have a creative character. - Made by intuition. - Form the basis for the manager’s work. ## 108 - Management Incompetence - This is incompetent, because the leader’s status should be maintained strictly. It is necessary to influence employees only through their direct supervisors. - This is the prerogative of the main manager, because he is the boss. - In exceptional cases, such behavior is permissible. - Higher management has no rights or powers to act this way. ## 109 - Delegation - Repeatedly performed by the manager. - Urgent character. - Creative nature. - Confidential character. ## 110 - Emotional Language - Used only when communicating with broad audiences. - Used everywhere. - Used only in business communication. - Not used ## 111 - Delegation Components - Authority, responsibility - Time, training. - Responsibilities, information. - Authority, obligations ## 112 - Divisional Structure - Focusing key production units on the market. - Rapid development of new products for production. - Flexibility in the use of highly qualified specialists. - Complete transparency in the distribution of responsibilities. ## 113 - Management Hierarchy - Line managers. - Control ratio. - Functional managers. - Staffing schedule. ## 114 - Functional Manager - Helps line managers to make better decisions. - Has the right to make final decisions. - Does not have the right to sign documents. - Responsible for all aspects of the structural unit’s activities. ## 115 - Formal vs. Informal Groups - Goals are always specific and documented. - Arises spontaneously under the influence of management’s actions. - Created for a specific purpose. - Group members elect a leader. ## 116 - Matrix Structure - Horizontal links are introduced. - Equipment loading is more complete. - High managerial culture of personnel. - Low personnel costs. ## 117 - Number Of Subordinates - Level of hierarchy. - Type of organization. - Position held. - Type of function (main, auxiliary, service). ## 118 - The Formation of An Organizational Structure - The specifics of the organization, its scale and adopted development strategy. - Knowledge of the state of affairs in other similar organizations. - The financial possibilities of the owners. - Experience and knowledge of the manager. ## 119 - Organizational Structure - A document that defines a specific way of grouping and subordinating formal groups in an organization. - A document that defines the distribution of functional responsibilities in the organization. - One of the imitation models of the organization. - A list of divisions of the formal organization. ## 120 - Power - Line and functional. - Material and informational. - Technological and managerial. - Formal and informal. ## 121 - Line Power - Subordination of lower levels to higher levels. - Everyone does their own thing and is therefore independent. - We do a common thing, so we solve it together. - I know more, I advise. ## 122 - Labor Division - Vertically and horizontally. - Groups - Hierarchical levels. - Functions. ## 123 - Specialists - Horizontal division of labor. - Vertical division of labor. - Structural breakdown of the organization. - Evolution of the management system. ## 124 - Linear and Functional Structure - Rapid development of new products. - Fast flow of information from top to bottom. - Control over cost reduction. - Clarity and clarity in the distribution of responsibilities. ## 125 - Functional Power - Not reflected, but implied. - Reflected only at the production unit level. - Reflected by a solid line. - Reflected only in very detailed diagrams. ## 126 - Line Powers - Solid - Imaginary - Dashed. - Colored. ## 127 - Matrix Structure - Fast development of new products for production. - Flexibility in the use of line managers. - Focusing key production units on the market. - Complete transparency in the distribution of responsibilities. ## 128 - Operational Plan - Avoid downtime. - Ensure the most economical use of available resources. - Ensure timeliness of changes. - Combine the goals of different management levels. ## 129 - Organizing Control Effectively - Developing performance standards. - Choosing a reward system. - The severity and inevitability of punishment. - Following rules and regulations. ## 130 - Psychological Aspect of Control - Control. - Accounting. - Organization. - Planning. ## 131 - Preliminary Control - Material, financial, human. - Investment, human, material. - Financial, human, investment. - Human, material, labor. ## 132 - Planning - The volatility of the external environment. - The type of organizational structure. - Business characteristics. - Management decisions. ## 133 - The Management Cycle - Administrative management. - Management science. - Behavioral sciences. - Human relations. ## 134 - Strategic Planning - Mission and set of goals. - Organization’s mission. - A set of goals in different areas of the organization’s activities. - Key financial and market goals . ## 135 - Content Theories of Motivation - Two-factor theory - Expectation theory. - Porter Lawler - Equity theory. ## 136 - Motivation as a Function - Interconnected with all the functions of the cycle. - The main function in the cycle. - Separate, independent. - Paired function. ## 137 - Motivation Factors - Herzberg. - Gilbreth. - Likert. - McClelland. ## 138 - Preliminary Control Implementation - Provision of feedback. - Preliminary training at each workstation. - Checking conditions before starting work. - Clear writing of job descriptions. ## 139 - Planning - Defining the goal and the way to achieve it. - Documenting the general goals of the organization. - Defining the actions of specialized units. - Making a profit. ## 140 - External Interference - Noise. - Adapters. - Diphthongs. - Facets. ## 142 - Reward - Material and moral - Internal and external. - Official and unofficial. - Current and expected ## 143 - Stress Reduction - Rational organization of labor. - Democratic leadership style. - Manager’s age. - Manager’s gender. - An increase in functional responsibilities and accountability. ## 144 - Control - All organization members. - Any manager. - Line managers only - Functional managers only ## 145 - Decision-Making - Emotions - Knowledge. - Intuition. - Experience. ## 146 - Listening Skills - Important for creating cooperation. - Important for expanding horizons - Important because he is the executor of the management tasks. - Not important, because he sends out instructions. ## 147 - Delegation - Authority, responsibility. - Time, training. - Duties, information. - Authority, obligations. ## 148 - Organizational Conflict - Impossible - Undesirable. - Essential. - Necessary, but not done. ## 149 - Conflic - An organizational tool that helps to make changes. - An undesirable phenomenon that must be combated. - A reality associated with the behavior of people in the organization. - A phenomenon that should be welcomed. ## 150 - Ideal Communication - Impossible. - Possible, but it requires significant managerial effort. - Possible, but it rarely happens in practice. - Theoretically possible but rarely occurs in practice. ==End of OCR for page 41==