Principles of management exam 1

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This information may not, under any circumstances, be copied, modified, reused, or incorporated into any derivative works or compilations, without the prior written approval of Koofers, Inc. Click Card to flip. Describe Conceptual, Human, and Technical skills. Relevance for managers and employees. Hide Keyboard shortcuts. Next card. Flip card. Generated by Koofers. All rights reserved. Definition of Management.

Conceptual Skills- See the organization as a whole and the relationships among its parts top managers and middle Human Skills-Work well with other people middle Managers and First-line Technical Skills- Apply specialized procedures, techniques, and knowledge First-line and non-managers.

Management Types. Functional Managers- Responsible for a department that performs a single functional task and has employees with similar training and skills accounting managers General Managers- Responsible for several departments that perform different functions store managers-Macy's, GE.

Managerial Roles 1of2.

principles of management exam 1

Interpersonal- Managing through people -Figure head- Managers perform ceremonial duties -Leader- Managers motivate and encourage works to accomplish objectives -Liaison: Managers deal with people outside their units Informational:Managing through info -Monitor:Managers seek and receive info -Dissemination:Managers share info with others in their company -Spokesman-Managers share info with others outside their company.

Managerial Roles 2of2. Decisional Roles- Take action -Entrepreneur-managers adapt to incremental change -Disturbance handler- Managers respond to problems that demand immediate action -Resource Allocator-Managers decide who gets what resources -Negotiator-Managers negotiate schedules,projects,goals, outcome, resources, and raises. Frederick Taylor. Scientific management- studies and test methods to identify the best, most efficient way.

Max Weber. Bureaucracy management:The exercise of control on the basis of knowledge, expertize and experience 1 division of labor with clear definition of authority and responsibility 2 Positions organized in a hierarchy of authority 3 manager subject to rules and procedures that will ensure reliable predictable behavior 4 Admin acts and decisions recorded in writing 5 mgt.

Henri Fayol's Theory. General principle of Mgt. Mary Parker Follett's Theory. Contrast to scientific mgt.Publisher: University of Minnesota Libraries Publishing. I have reviewed numerous books related to management over the past 15 years and this text includes several components that I often need to add to the textbooks I am using.

For example, there is wonderful language related to the "balanced Comprehensiveness rating: 5 see less. For example, there is wonderful language related to the "balanced scorecard" included in this text. I also like the depth of content related to innovation and strategic thinking that is referenced across several chapters.

I thoroughly read most chapters and carefully scanned the others; accuracy across words, figures, and exhibits appears to be strong. I did not detect any bias on the part of the authors, and in fact appreciated the wide array of business examples used to support their concepts. The overall content in this textbook appears to be extremely relevant.

Current and appropriate businesses are profiled throughout and related discussion questions seem to focus on real-world issues related to management.

Principles of Management Introduction Chapter 1

Chapter 2 in this text focuses on the individual student and includes substantial self-assessment; this is exactly how I teach my current Management Fundamentals course as I believe effective managers need to be aware of how they communicate with others before they can implement management tools and strategies.

This book does seem to be written in clear, concise prose, with good support and definition for new terms and for jargon. References are provided throughout the content including the business cases with additional explanation for new or "involved" topics. I see consistency throughout the chapters in flow and tone, which is not always true when there are multiple authors.

This textbook appear to be consistent in the use of terminology and also in the overall framework of the content. For example, consistency in starting each chapter "What's in it for me? Very effective! I love the "chunks" and short chapter sections in this textbook! Each chapter has clearly defined sections which a student can navigate directly to by using the tabs on the left of the page as soon as a "chapter" is selected and yet the conclusion of each section and chapter still ties everything in to place.

Very well designed. The text is well organized in content, though I tend to like the "POLC" sections to be more clearly defined as "sections" of the textbook again, the POLC figure at the start of each chapter does clear show which element the new content attaches to. There is logical flow to the content within the chapters and throughout the text overall.

I like the navigation of this textbook. Like any electronic resource, it takes a bit of getting familiar with, but it appears to be very user-friendly. When I facilitate a class using an OER, I like to have the entire textbook available in the very first module of my course in addition to having each assigned chapter available for access directly within the module that includes that specific chapter.

I did not experiment to see if that would be an option with this resource. My favorite actually involves a story of Goodwill In my opinion, that reference not only shows a different light on this company but also reminds the reader of the need for nonprofit organizations to be focused on innovation.To best prepare for your future studies, please review the below preparation resources.

We encourage you to use the time before starting your first term, to get a taste of the topics of your upcoming courses. Good luck with your studies! All forms of business require the involvement of managers to enable the successful operation of the organization. This course will present a survey of the basic methods by which managers have operated businesses, large and small. Foremost are the basic concepts of planning, leading, organizing, and controlling.

Embedded within these key concepts are numerous skills that, when mastered, will allow you to embark on a career in business management. Carpenter, M. Management Principles 1. This book is licensed under a Creative Commons by-NC-sa 3. This course will cover the following topics in eight learning sessions, with one Unit per week.

Week 3: Unit 3 — Organizational Culture.

principles of management exam 1

Week 5: Unit 5 — Decision Making and Control. Week 6: Unit 6 — Organizational Behavior. Week 8: Unit 8 — Human Resource Management. Apply Now. Request Info.

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Principles of Management

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Upgrade Cancel. Study your flashcards anywhere! How to study your flashcards. Play button. Card Range To Study through. The four key elements that make the current business environment different from the past include globalization, technological change, the importance of knowledge and ideas, and collaboration across organizational "boundaries.

Most social networking sites, part of a wave of "Web 2. But most failed or are stalled; many fired their chief executives and laid off employees. Very few, other than Facebook, make a profit. The fundamental success drivers for an organization are individuality, identifiability, cost competitiveness, and growth. The fundamental success drivers of performance are innovation, quality, service, speed, cost competitiveness, and sustainability. Aesthetics, while important to customers, is not considered an aspect of quality.

Quality can be measured in terms of product performance, customer service, reliability avoidance of failure or breakdownsconformance to standards, durability, and aesthetics. Which of the following statements about the Internet is true? The Internet has reduced threats to most businesses. The Internet drives down costs.Speak now.

Sample Question. Mgt - Principles Of Management - Lesson Top managers. Middle managers. First-line managers. Non-managerial employees. Chapter 1: Principles Of Management Quiz. Balancing effectiveness and efficiency. Achieving an organizational objective. Making the most of limited resources. Working with and through others. Coping with a changing environment. Knowledge Management Quizzes.

Time Management Quizzes. Resource Management Quizzes. Data Management Quizzes. Organizing is a set of activities directed at an organization. Who is responsible for hiring and developing employees? It marked me wrong because I didn't add the "s" at the end of resource Still got the answer right.

Which management function has Jim performed? Jim is a manager who recently merged the companys personnel and employee training departments into a single human resources department. The staffing function of management controls all recruitment and personnel needs of the organization. The main purpose of staffing is to hire the right people for the right jobs to achieve the objectives of the organization. Staffing involves more th. What managers supervise and coordinate the activities of operating employees?

First line First-line.You are commenting using your WordPress. You are commenting using your Google account. You are commenting using your Twitter account.

CLEP Management exam

You are commenting using your Facebook account. Notify me of new comments via email. Notify me of new posts via email. Primary Menu Home Syllabus. Search Search for:. Strategic positioning b. Organizational design and structure c. Individual leadership d. How should a business compete? How will performance be measured?

What strategy will allow a firm to adapt as the context evolves? How do managers use power and influence? Which of the following pillars of management has the organization failed to consider? Organizational design c. One reason for this is that the management of Z-Gadget has been accused of unethical acts such as discriminating against women and minorities. The interaction between the three pillars of management is a linear process. The strategic perspective involves developing and aligning the organizational components to achieve strategic objectives.

The interplay of strategy, organizational design, and individual action operates within a broad contextual landscape. Individual leadership addresses the impact of globalization on competitive positioning of a business. Which of the following is the most important skill of a middle manager?Sign in. Don't have an account? We weren't able to detect the audio language on your flashcards.

Please select the correct language below. Add to folder [? Find out how you can intelligently organize your Flashcards. You have created 2 folders. Please upgrade to Cram Premium to create hundreds of folders! Flashcards FlashCards Essays. Create Flashcards. Share This Flashcard Set Close. Please sign in to share these flashcards. We'll bring you back here when you are done.

Sign in Don't have an account? Set the Language Close. Add to Folders Close. Please sign in to add to folders. Upgrade to Cram Premium Close. Upgrade Cancel. Study your flashcards anywhere! How to study your flashcards. Play button. Card Range To Study through. What are the three levels of management? Define strategic managers.

principles of management exam 1

Firm's senior executives with overall responsibility for the firm. Define tactical managers. Define operational managers. Define cross-functional teams. Define cross-disciplinary teams. Teams that have members with diverse backgrounds. What are the 4 management functions? Describe the management function of planning. Assesses management environment to set future objectives and map out activities necessary to achieve those objectives.

Describe the management function of organizing. Determining how the firm's human, financial, physical, informational, and technical resources are arranged and coordinated to perform tasks to achieve desired goals.

Describe the management function of leading. Describe the management function of controlling. Measuring performance, comparing it to objectives, implementing changes, and monitoring progress.


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