OrgAd

88問 • 1年前

問題一覧

a process of coordinating of all resources through the process of planning, organizing, directing and controlling in order to achieve the organizational goals effectively and efficiently.

MANAGEMENT

Management is a process of coordinating of all resources through the process of _________, _________, _________ and ________ in order to achieve the organizational goals effectively and efficiently. (PODC)

Planning, Organizing, Directing, Controlling

It is a human activity aiming to achieve a group of economic and social goals for the organization and staff through the effective and efficient use of the available resources of the organization that works in a continually changed environment.

Management

A management achieved through groups of individuals working in order to gain benefits for the organization and staff.

A human activity

A management depends up on efficient and effective use of the available resources.depends up on efficient and effective use of the available resources.

A productive activity

Management in certain time.

A work aiming to achieve well-defined goals

Management consists of three main parts: inputs, procedures and outputs

An organization system

Management depends on planning, organizing, directing and controlling.

A continual activity

An organization system consists of three main parts:

Input, Procedure, Output

Management as it works in a continually changed environment.

A flexible activity

Management acts for achieving certain goals through using the least cost.

Economic activity

WHAT THREE CHARACTERISTICS DO ALL ORGANIZATIONS SHARE?

Goals, Purpose, Structure

People who work directly on a job or task and have no responsibility for overseeing the work of othersPeople who work directly on a job or task and have no responsibility for overseeing the work of others

Non-managerial employees

Referred to by names such as associates, team members, contributors or even employee partners.

Non-managerial employees

Individuals in an organization who direct and oversee the activities of other people in the organization

Manager

4 functions of management

Planning, Organizing, Directing, Controlling

deciding in advance what to do, how to do it, when to do it and who is going to do it. It is the most basic of all the management functions and is the starting point for any organization.

Planning

includes defining goals, establishing strategy, and developing plans to coordinate activities.

Planning

VALUES OF PLANNING

Provides direction, Provides unifying framework , Helps reveal future opportunities and threats, Facilitates control

STEPS OF PLANNING

Set objectives and alternatives , Determine steps and procedures of program and time-table for each step, Determine human resources and funding for program, Set standards for measuring objectives , Evaluation of results

the management function that establishes the relationships between activity and authority. It is determining what needs to be done, how it will be done, and who is to do it.

Organizing

The managerial functions of planning and organizing are completely related.

True

Planning begins with and is governed by plans, and plans state where the organization is going and how it will get there.

False

IMPORTANCE OF THE ORGANIZING PROCESS

Clarified work environment , Coordinated environment , Formal decision-making structure

STEPS OF THE ORGANIZING PROCESS

Consider plans and goals, Determine necessary work activities, Classify and group activities, Assign work and delegate appropriate authority

ORGANING PROCESS

Determination of resources, Determination of role and responsibility , Determination of authority , Determination of relationship between the individuals in the organization

main aim of this function is to make union of the individual’s effort towards achieving the objectives of the organization

Directing

3 main requirements in directing

Communication, Leading, Motivating

The aim is to enable the chairman’s to inform the individuals about their duties, responsibilities and at the same time inform their chairman’s about their reaction.

Communucation

means ability to affect the individuals in the way which help them to achieve the objectives of the organization

Leading

which enable the leader in enhancing the individuals to achieve the objectives of their organization, this requires that leader must know the nature of individuals under his authority to choose the suitable reward for each subject.

Motivating

Leading requirements (PEPPR)

Position, Experience, Personality, Punish, Reward

the task of ensuring that activities are providing the desired results. Control involves setting objectives, measuring performance and taking corrective action.

Controlling

It is monitoring activities to ensure that they are accomplished as planned.

Controlling

Prerequisites of control system

Plans, Organization structure

Types of control

Precontrol, Concurrent control, Feedback control

Control that takes place before work.

Precontrol

Control that takes place as work is being performed

Concurrent control

Control that concentrates on past organizational performance

Feedback control

Requirements for adequate controls

Should be tailored to plans and positions, Must be tailored to individual managers, Should be objective, Should be flexible, Should be economical, Should lead to corrective action

The outputs of the controlling are a group of reports helps decision makers to take a group of correction procedures to avoid differences between the actual and planned performance

True

ADMINISTRATION LEVELS

First-line management (supervisory), Middle management, Top managemeny

Lowest level of management

First-line management

They spent most of their time in directing and need technical skills to do their task.

First-line management

those at the operating level, they include the majority of the management staff

First-line management

They are responsible for the management of their specific work groups and the accomplishment of the actual work of the organization.

First-line management

They concentrate on the technical details, work quality, work quantity and the employee’s performance

First-line management

They include supervisors, foreman, and head of department or unit director

First-line management

includes all managers below the rank of vice president but above the supervisory level, and includes less number of management staff.

Middle management

They are responsible for implementing strategies, policies, objective and procedures

Middle management

They include general director, head of departments or unit’s director

Middle management

They spent most of their time in organizing and need interpersonal skills to do their task

Middle management

includes all managers who are responsible for the overall operations of any organizations and include very few number of management staff.

Top management

They are responsible for establishment of organization objectives, policies, stratigies and they also represent the organization in the outside community.

Top management

They include president of the organization, vice president of the organization and board of directors.

Top management

They concentrate on planning and need conceptual skills to do their task

Top management

They spent most of time with other managers in the organization in order to achieve the stated goals effectively and efficiently.

Top management

MANAGEMENT SKILLS

Technical, Interpersonal, Conceptual, Diagnostic, Analytical

skills necessary to accomplish specialized activities

Technical

especially important for first –line managers who spend much of their time training subordinates and answering questions about work-related problems.

Technical

sometimes called human skillssometimes called human skills

Interpersonal

ability to communicate, motivate and lead individuals and groups.

Interpersonal

depend on the manager’s ability to think in the abstractdepend on the manager’s ability to think in the abstract

Conceptual

ability to plan, coordinate and integrate all organizations interest and activities.ability to plan, coordinate and integrate all organizations interest and activities.

Conceptual

most important at the upper level of the organization where long range forecasting and planning are the principal activities.

Conceptual

ability to analyze the symptoms and determine the cause of any problem.

Diagnostic

similar to decision making skills. similar to decision making skills.

Analytical

means managers ability to identify the variable in the situation, how they are interrelated and decide which ones should receive the most attention

Analytical

Competencies managers need in their positions as important contributors to organizational success

Traditional functions, Task orientation , Personal orientation, Dependability, Open mindedness, Emotional control, Communication, Developing self and others, Occupational accumen and concerns

encompassing tasks such as decision making, short-term planning, goal setting, monitoring, team building etc.

Traditional functions

includes elements such as urgency, decisiveness, initiative etc.

Task orientation

compassion, assertiveness, politeness, costumer focus

Personal orientation

personal responsibility, trustworthiness, loyalty, professionalism

Dependability

encompassing elements such as tolerance, adaptability, creative thinking

Open mindedness

included both resilience and stress management

Emotional control

listening, oral communication, public presentation

Communication

performance assessment, self-development, providing developmental

Developing self and others

technical proficiency, being concerned with quality and quantity, financial concern

Occupational accumen and concerns

Manager’s performance can be measured by two criteria

Effectiveness, Efficiency

Means obtain the goal with the least cost

Efficiency

Is defined as doing the right things

Effectiveness

MANAGERIAL ROLES

Informational, Interpersonal, Decisional

It includes all the roles that are related to receiving, communicating and distribution of information inside and outside the organization.

Informational

The interpersonal roles are those that are related to establishing and maintaining a strong relationship with others whether they are inside or outside the organization.

Interpersonal

Perhaps this is the most important role as managers play a key part in the decision making system of an organization.Perhaps this is the most important role as managers play a key part in the decision making system of an organization.

Decisional

This approach considers the organization or the project as a one unit has a specific goal, in order to attain this goal different component constituting the organization must interact with each other.

SYSTEM APPROACH

The manager has to look to his organization as an integrated unit from a big organization that named external environment; this means manger cannot achieve the goals of his department except through the goals of other departments, which participate in achieving the organization goals.

SYSTEM APPROACH

is the process of receiving and presenting the information.

Monitor role

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問題一覧

a process of coordinating of all resources through the process of planning, organizing, directing and controlling in order to achieve the organizational goals effectively and efficiently.

MANAGEMENT

Planning, Organizing, Directing, Controlling

Management

A management achieved through groups of individuals working in order to gain benefits for the organization and staff.

A human activity

A management depends up on efficient and effective use of the available resources.depends up on efficient and effective use of the available resources.

A productive activity

Management in certain time.

A work aiming to achieve well-defined goals

Management consists of three main parts: inputs, procedures and outputs

An organization system

Management depends on planning, organizing, directing and controlling.

A continual activity

An organization system consists of three main parts:

Input, Procedure, Output

Management as it works in a continually changed environment.

A flexible activity

Management acts for achieving certain goals through using the least cost.

Economic activity

WHAT THREE CHARACTERISTICS DO ALL ORGANIZATIONS SHARE?

Goals, Purpose, Structure

Non-managerial employees

Referred to by names such as associates, team members, contributors or even employee partners.

Non-managerial employees

Individuals in an organization who direct and oversee the activities of other people in the organization

Manager

4 functions of management

Planning, Organizing, Directing, Controlling

deciding in advance what to do, how to do it, when to do it and who is going to do it. It is the most basic of all the management functions and is the starting point for any organization.

Planning

includes defining goals, establishing strategy, and developing plans to coordinate activities.

Planning

VALUES OF PLANNING

Provides direction, Provides unifying framework , Helps reveal future opportunities and threats, Facilitates control

STEPS OF PLANNING

the management function that establishes the relationships between activity and authority. It is determining what needs to be done, how it will be done, and who is to do it.

Organizing

The managerial functions of planning and organizing are completely related.

True

Planning begins with and is governed by plans, and plans state where the organization is going and how it will get there.

False

IMPORTANCE OF THE ORGANIZING PROCESS

Clarified work environment , Coordinated environment , Formal decision-making structure

STEPS OF THE ORGANIZING PROCESS

Consider plans and goals, Determine necessary work activities, Classify and group activities, Assign work and delegate appropriate authority

ORGANING PROCESS

Determination of resources, Determination of role and responsibility , Determination of authority , Determination of relationship between the individuals in the organization

main aim of this function is to make union of the individual’s effort towards achieving the objectives of the organization

Directing

3 main requirements in directing

Communication, Leading, Motivating

The aim is to enable the chairman’s to inform the individuals about their duties, responsibilities and at the same time inform their chairman’s about their reaction.

Communucation

means ability to affect the individuals in the way which help them to achieve the objectives of the organization

Leading

Motivating

Leading requirements (PEPPR)

Position, Experience, Personality, Punish, Reward

the task of ensuring that activities are providing the desired results. Control involves setting objectives, measuring performance and taking corrective action.

Controlling

It is monitoring activities to ensure that they are accomplished as planned.

Controlling

Prerequisites of control system

Plans, Organization structure

Types of control

Precontrol, Concurrent control, Feedback control

Control that takes place before work.

Precontrol

Control that takes place as work is being performed

Concurrent control

Control that concentrates on past organizational performance

Feedback control

Requirements for adequate controls

Should be tailored to plans and positions, Must be tailored to individual managers, Should be objective, Should be flexible, Should be economical, Should lead to corrective action

The outputs of the controlling are a group of reports helps decision makers to take a group of correction procedures to avoid differences between the actual and planned performance

True

ADMINISTRATION LEVELS

First-line management (supervisory), Middle management, Top managemeny

Lowest level of management

First-line management

They spent most of their time in directing and need technical skills to do their task.

First-line management

those at the operating level, they include the majority of the management staff

First-line management

They are responsible for the management of their specific work groups and the accomplishment of the actual work of the organization.

First-line management

They concentrate on the technical details, work quality, work quantity and the employee’s performance

First-line management

They include supervisors, foreman, and head of department or unit director

First-line management

includes all managers below the rank of vice president but above the supervisory level, and includes less number of management staff.

Middle management

They are responsible for implementing strategies, policies, objective and procedures

Middle management

They include general director, head of departments or unit’s director

Middle management

They spent most of their time in organizing and need interpersonal skills to do their task

Middle management

includes all managers who are responsible for the overall operations of any organizations and include very few number of management staff.

Top management

They are responsible for establishment of organization objectives, policies, stratigies and they also represent the organization in the outside community.

Top management

They include president of the organization, vice president of the organization and board of directors.

Top management

They concentrate on planning and need conceptual skills to do their task

Top management

They spent most of time with other managers in the organization in order to achieve the stated goals effectively and efficiently.

Top management

MANAGEMENT SKILLS

Technical, Interpersonal, Conceptual, Diagnostic, Analytical

skills necessary to accomplish specialized activities

Technical

especially important for first –line managers who spend much of their time training subordinates and answering questions about work-related problems.

Technical

sometimes called human skillssometimes called human skills

Interpersonal

ability to communicate, motivate and lead individuals and groups.

Interpersonal

depend on the manager’s ability to think in the abstractdepend on the manager’s ability to think in the abstract

Conceptual

ability to plan, coordinate and integrate all organizations interest and activities.ability to plan, coordinate and integrate all organizations interest and activities.

Conceptual

most important at the upper level of the organization where long range forecasting and planning are the principal activities.

Conceptual

ability to analyze the symptoms and determine the cause of any problem.

Diagnostic

similar to decision making skills. similar to decision making skills.

Analytical

means managers ability to identify the variable in the situation, how they are interrelated and decide which ones should receive the most attention

Analytical

Competencies managers need in their positions as important contributors to organizational success

Traditional functions, Task orientation , Personal orientation, Dependability, Open mindedness, Emotional control, Communication, Developing self and others, Occupational accumen and concerns

encompassing tasks such as decision making, short-term planning, goal setting, monitoring, team building etc.

Traditional functions

includes elements such as urgency, decisiveness, initiative etc.

Task orientation

compassion, assertiveness, politeness, costumer focus

Personal orientation

personal responsibility, trustworthiness, loyalty, professionalism

Dependability

encompassing elements such as tolerance, adaptability, creative thinking

Open mindedness

included both resilience and stress management

Emotional control

listening, oral communication, public presentation

Communication

performance assessment, self-development, providing developmental

Developing self and others

technical proficiency, being concerned with quality and quantity, financial concern

Occupational accumen and concerns

Manager’s performance can be measured by two criteria

Effectiveness, Efficiency

Means obtain the goal with the least cost

Efficiency

Is defined as doing the right things

Effectiveness

MANAGERIAL ROLES

Informational, Interpersonal, Decisional

It includes all the roles that are related to receiving, communicating and distribution of information inside and outside the organization.

Informational

The interpersonal roles are those that are related to establishing and maintaining a strong relationship with others whether they are inside or outside the organization.

Interpersonal

Decisional

SYSTEM APPROACH

is the process of receiving and presenting the information.

Monitor role