ABM
問題一覧
1
Management From Old French 1.)__ which means 2.) ___
From Latin 3.) ____ which means 4.)___
ménagement
2
Management Process
A process of ensuring continuity and growth within an organization. By principle, there are FIVE (5) Functions of Management that made up the management process. These are;
1. Planning 2. Organizing 3. Staffing 4. Leading 5. Controlling
3
Setting goals, establishing strategies, and developing plans to coordinate activities.
Planning.
4
Determining what needs to be done, how it will be done, and who is to do it.
Organizing
5
The function of manning the organization structure and keeping it manned.
Staffing
6
Motivating, leading, and any other actions involved in dealing with people.
Leading
7
Monitoring activities to ensure that they are accomplished as planned.
Controlling
8
Refers to getting the most output from the least amount of inputs.
Often referred to as 2.)____ that is, not wasting resources.
Efficiency
9
Completing activities so that organizational goals are attained.
Often described as 2.)____ that is, doing those work activities that will help the organization reach its goals.
Effectiveness
10
► It consists of board of directors, chief executive or managing director. It is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions.
Top Level of Management
11
► The branch managers and departmental managers. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization,
Middle Level of Management
12
► is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc.
Lower Level of Management
13
• This theory focuses on finding the best way to perform and manage tasks.
THE SCIENTIFIC MANAGEMENT THEORY (CLASSICAL MANAGEMENT THEORY)
14
He was an engineer who worked in various factories and sought to improve industrial efficiency.
Fredrick Taylor (1856-1915)
15
• Is often referred to as the "Human Relations Movement" because it addresses the human dimensions of work.
THE BEHAVIORAL MANAGEMENT THEORY
16
• It advocates the proposition that better understanding of human behaviour at work such as motivation, conflict. expectations and group dynamics can improve productivity.
THE BEHAVIOURAL MANAGEMENT THEORY
17
•asserts that before Managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.
THE CONTINGENCY MANAGEMENT THEORY
18
• For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation.
THE CONTINGENCY MANAGEMENT THEORY
19
• conceptualized a system that it has interrelated parts.
THE SYSTEM MANAGEMENT THEORY
20
These parts work or operate as one or a whole in order to achieve a specific goal.
THE SYSTEM MANAGEMENT THEORY
21
This theory signifies that the manager of an organization should be able to understand the various parts or system that makes up the entire operation.
THE SYSTEM MANAGEMENT THEORY
22
•Uses quantitative tools ( use of numbers) to help plan and control nearly everything in an organization.
THE QUANTITATIVE MANAGEMENT THEORY
23
•which emphasizes the need for more rules, regulations and structure within the organization to further improve efficiency and productivity.
BUREAUCRATIC THEORY (MARX WEBER 1922)
24
• defines the organization's hierarchy of people and departments as well as how information flows within the organization.
Organizational Structure
25
• It determines how and when information is distributed as well as who makes what decisions based on the information available.
How job tasks are formally divided, grouped and coordinated.
Organizational Structure
26
The process by which managers create a specific type of organizational structure and culture so that a company can operate in most efficient and effective way
Organizational design
27
The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.
Technology
28
More complex, makes it harder for managers to regulate the organization.
Technology
29
- Highly skilled workers whose jobs require working in teams usually need a more flexible structure.
Higher skilled workers (e.g., CPA's and doctors) often have internalized professional norms and values.
Human Resources
30
The process of reducing the tasks each worker performs.
Job Simplification
31
• Too much simplification and boredom results.
Job simplification
32
Increasing the number of different tasks in a given job by changing the division of labor
Job Enlargement
33
Increasing the degree of responsibility a worker has over a job
Job Enrichment
34
- this kind of organisational structure classifies people according to the function they perform in the organization.
Functional structure
35
Is based on organizing employees and work on the basis of the different types of products. If the company produces three different types of products, they will have three different divisions for these products.
Product structure
36
- large organizations have offices at different place, for example there could be a north zone, south zone, west and east zone. The organizational structure would then follow a zonal region structure.
Geographic structure
37
this combines where information and approvals come from top to bottom, with staff departments for support and specialization.
Line and Staff Structure
38
The decision making process becomes slower in this type of organizational structure because of the layers and guidelines that are typical to it, and the formality involved
Line and Staff Structure
39
This is a structure, which has a combination of function and product structures. This combines both the best of both worlds to make an efficient organizational structure. This structure is the most complex organizational structure.
Matrix Structures
40
It is a process of identifying the specific jobs that need to be done and designing the people who will perform them.
Division of Labor/specialization
41
The process of grouping jobs into logical units
Departmental Bases
42
The process in which an organization is structurally divided by combining jobs in departments according to some shared characteristics.
Departmental Bases
43
According to ____ , "Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees". In other words, they are concerned with direction and controlling function of management.
R.C. Davis
THC 3
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HMC 1 (QUIZ)
51問 • 1年前問題一覧
1
Management From Old French 1.)__ which means 2.) ___
From Latin 3.) ____ which means 4.)___
ménagement
2
Management Process
A process of ensuring continuity and growth within an organization. By principle, there are FIVE (5) Functions of Management that made up the management process. These are;
1. Planning 2. Organizing 3. Staffing 4. Leading 5. Controlling
3
Setting goals, establishing strategies, and developing plans to coordinate activities.
Planning.
4
Determining what needs to be done, how it will be done, and who is to do it.
Organizing
5
The function of manning the organization structure and keeping it manned.
Staffing
6
Motivating, leading, and any other actions involved in dealing with people.
Leading
7
Monitoring activities to ensure that they are accomplished as planned.
Controlling
8
Refers to getting the most output from the least amount of inputs.
Often referred to as 2.)____ that is, not wasting resources.
Efficiency
9
Completing activities so that organizational goals are attained.
Often described as 2.)____ that is, doing those work activities that will help the organization reach its goals.
Effectiveness
10
► It consists of board of directors, chief executive or managing director. It is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions.
Top Level of Management
11
► The branch managers and departmental managers. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization,
Middle Level of Management
12
► is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc.
Lower Level of Management
13
• This theory focuses on finding the best way to perform and manage tasks.
THE SCIENTIFIC MANAGEMENT THEORY (CLASSICAL MANAGEMENT THEORY)
14
He was an engineer who worked in various factories and sought to improve industrial efficiency.
Fredrick Taylor (1856-1915)
15
• Is often referred to as the "Human Relations Movement" because it addresses the human dimensions of work.
THE BEHAVIORAL MANAGEMENT THEORY
16
• It advocates the proposition that better understanding of human behaviour at work such as motivation, conflict. expectations and group dynamics can improve productivity.
THE BEHAVIOURAL MANAGEMENT THEORY
17
•asserts that before Managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.
THE CONTINGENCY MANAGEMENT THEORY
18
• For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation.
THE CONTINGENCY MANAGEMENT THEORY
19
• conceptualized a system that it has interrelated parts.
THE SYSTEM MANAGEMENT THEORY
20
These parts work or operate as one or a whole in order to achieve a specific goal.
THE SYSTEM MANAGEMENT THEORY
21
This theory signifies that the manager of an organization should be able to understand the various parts or system that makes up the entire operation.
THE SYSTEM MANAGEMENT THEORY
22
•Uses quantitative tools ( use of numbers) to help plan and control nearly everything in an organization.
THE QUANTITATIVE MANAGEMENT THEORY
23
•which emphasizes the need for more rules, regulations and structure within the organization to further improve efficiency and productivity.
BUREAUCRATIC THEORY (MARX WEBER 1922)
24
• defines the organization's hierarchy of people and departments as well as how information flows within the organization.
Organizational Structure
25
• It determines how and when information is distributed as well as who makes what decisions based on the information available.
How job tasks are formally divided, grouped and coordinated.
Organizational Structure
26
The process by which managers create a specific type of organizational structure and culture so that a company can operate in most efficient and effective way
Organizational design
27
The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.
Technology
28
More complex, makes it harder for managers to regulate the organization.
Technology
29
- Highly skilled workers whose jobs require working in teams usually need a more flexible structure.
Higher skilled workers (e.g., CPA's and doctors) often have internalized professional norms and values.
Human Resources
30
The process of reducing the tasks each worker performs.
Job Simplification
31
• Too much simplification and boredom results.
Job simplification
32
Increasing the number of different tasks in a given job by changing the division of labor
Job Enlargement
33
Increasing the degree of responsibility a worker has over a job
Job Enrichment
34
- this kind of organisational structure classifies people according to the function they perform in the organization.
Functional structure
35
Is based on organizing employees and work on the basis of the different types of products. If the company produces three different types of products, they will have three different divisions for these products.
Product structure
36
- large organizations have offices at different place, for example there could be a north zone, south zone, west and east zone. The organizational structure would then follow a zonal region structure.
Geographic structure
37
this combines where information and approvals come from top to bottom, with staff departments for support and specialization.
Line and Staff Structure
38
The decision making process becomes slower in this type of organizational structure because of the layers and guidelines that are typical to it, and the formality involved
Line and Staff Structure
39
This is a structure, which has a combination of function and product structures. This combines both the best of both worlds to make an efficient organizational structure. This structure is the most complex organizational structure.
Matrix Structures
40
It is a process of identifying the specific jobs that need to be done and designing the people who will perform them.
Division of Labor/specialization
41
The process of grouping jobs into logical units
Departmental Bases
42
The process in which an organization is structurally divided by combining jobs in departments according to some shared characteristics.
Departmental Bases
43
According to ____ , "Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees". In other words, they are concerned with direction and controlling function of management.
R.C. Davis