SOM 122

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1. 
Management
 
getting work done through others
 
2. 
Efficiency
 
getting work done with a minimum of effort, expense, or waste

(Fed Ex jets, more packages in less time, better planes with no stops, two extra hours to manufacture)
(resources)
 
3. 
effectiveness
 
accomplishing tasks that help fulfill organizational objectives

(customer service and satisfaction; JFK international airport example…no plane is allowed to leave gate until its assigned time)
(goals)
 
4. 
planning
 
determining organization goals and a means for achieving them
 
5. 
organizing
 
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

(Pfizer restructure research and development unit into two parts to provide sharper focus, less bureaucracy and clearer accountability in drug discovery)
 
6. 
leading
 
inspiring and motivating workers to work hard to achieve organizational goals

(ford and Alan Mulally ceo; everyone has to know the plan, its status, and areas that need special attention…business plan review each week… lots of communication, got ford out of bankruptcy)
 
7. 
controlling
 
monitoring progress toward goal achievement and taking corrective action when needed

(Wal-Mart CEO Mike Duke…red folder…top executive…facial tissue problem stays in there until solved, follow up mechanism)
 
8. 
Topmanagers
 
executives responsible for the overall direction of the organization

(Chief executive officer (CEO), chief operating officer (COO), chief financial officer (CFO), and chief information officer (CIO))

responsible for the overall direction of the organization and have the following responsibilities:

-creating a context for change (CEOs of AIG, British Petroleum, General Motors, etc. were all fired because they had not moved fast enough to bring about significant changes in their companies.) this means forming a long range vision or mission for the company.
 
9. 
Middlemanagers
 
responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving these objectives
 
10. 
First-line managers
 
train and supervise the performance of non-managerial employees who are directly responsible for producing the company’s products or services.
 
11. 
Team leaders
 
managers responsible for facilitating team activities toward goal accomplishment.
 
12. 
Figurehead role
 
the interpersonal role managers play when they perform ceremonial duties
 
13. 
Leader role
 
the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

(motivation Brad Nierenberg RedPeg Marketing 38,000 in cash)
 
14. 
Liaison role
 
the interpersonal role managers play when they deal with people outside their units

(jets meeting with JP morgan CEO Jamie Dimon to learn better management and decision making processes; both directions as managers are initiating interactions with outsiders and outsiders are coming to them)
 
15. 
monitor role
 
the informational role managers play when they scan their environment for information

(monitor the local newspapers, and the wallstreet journal, a lot of news based material)
 
16. 
disseminator role
 
the informational role managers play when they share information with others in their departments or companies

(telefonica O2 sits employees down twice a year to review a pocket sized pamphlet outlining the company’s goals and objectives; center around employees personal development and growth plans linked with the company’s goals; Serena Software….”Facebook Fridays”)
 
17. 
spokesperson role
 
the informational role managers play when they share information with people outside their departments or companies

(CEOs speak for their companies at annual meetings with company shareholders or the board of directors, and speak with media when their companies are involved in major news stories; Steve Jobs spokesperson for apple and iPhone)
 
18. 
entrepreneur role
 
the decisional role managers play when they adapt themselves, their subordinates and their units to change

(UPS adapted driver training program with great success; from 30 percent failure to only 10 percent)
 
19. 
disturbance handler role
 
the decisional role managers play when they respond to severe problems that demand immediate action

(corkd.com website with porn issues, quick response about computer hackers, no drop off in website visits or sales
 
20. 
resource allocator role
 
the decisional role managers play when they decide who gets what resources and in what amounts

(companies slashed production by closing facilities, laying off workers, and cutting pay for remaining workers and managers…didn’t cut R&D…Ipod)
 
21. 
Negotiator role
 
the decisional role managers play when they negotiate schedule, projects, goals, outcomes, resources and employee raises

(CEO of EMI Group Ltd negotiated a deal to make the Beatles music available for sale at Apple’s iTunes store.)
 
22. 
Technical skills
 
the specialized procedures, techniques, and knowledge required to get the job done.

(less important for higher up managers; team leaders and first line managers need technical knowledge and skills to train new employees and help employees solve problems and to troubleshoot problems that employees cant handle)
 
23. 
Human skills
 
the ability to work well with others

(work effectively with groups, encourage others to express their thoughts and feelings, are sensitive to others needs and viewpoints and are good listeners and communicators)
 
24. 
Conceptual skills
 
the ability to see the organization as a whole, understand how the different parts affect each other and recognize how the company fits into or is affected by its environment

(recognize understand and reconcile multiple complex problems and perspectives)
 
25. 
Motivation to manage
 
an assessment of how enthusiastic employees are about managing the work of others

(promoted faster are rated as better managers by their employees and earn more money)
 
26. 
Which of the following is an example of an interpersonal role?
 
Figurehead
Leader
Liaison
 
27. 
A manager striving to improve organizational __________ is accomplishing tasks that help achieve organizational objectives.
 
effectiveness
 
28. 
The informational role managers’ play when they share information they have collected with their subordinates and others in the company is called the ____ role.
 
disseminator
 
29. 
Top managers are the managers responsible for facilitating team activities toward goal accomplishment.
 
false
 
30. 
In the entrepreneur role, managers adapt themselves, their subordinates, and their units to incremental change.
 
true
 
31. 
As the shift supervisor at a car wash, Jacob is bossy, arrogant, and insensitive to the needs of his subordinates. He is unable to delegate any tasks to the other employees. He will more than likely never be a middle or top manager because he:
 
is a derailer.
 
32. 
The marketing manager of Interstate Bakeries was asked to meet with the organization's research and development department to explain why the company needed to change its 25-year-old package design for Twinkies. The marketing manager took on an interpersonal role as:
 
Liaison NOT DISSEMMINATOR.
 
33. 
To achieve its goal of increased market share, Krispy Kreme launched a program in Palm Beach County, Florida, that awards grade-school students a free doughnut for every A on their report cards. Which management function was used to create this program?
 
PLANNING
 
34. 
Creating a competitive advantage through people relies heavily on the use of which skill to reward people for providing exceptional customer service?
 
Motivation to manage