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1. It focuses on production, office operations, and other areas with close relationships
between the technical system and people. Socio-technical Approach
2. A bureaucratic management has the following except. Partial Selection and reward
system
3. The administrators live by the ‘book’
4. The process of designing and maintaining an environment in which individuals working
together efficiently accomplish selected aims. Leading
5. The management should provide orderly personnel planning and ensure that replacements
are available to fill vacancies. This is about: Stability of Tenure
6. Takes corrective action when organization faces important and unexpected difficulties.
Disturbance handler
7. This approach in management advocated the application of scientific methods to analyze
work and to determine the “one best way” to complete tasks efficiently. Scientific
Management
8. The skills that reflect both an understanding and proficiency in a specialized field.
Technical Skill
9. Henri Fayol contributed the 14 Principle of Management
10. Located beneath the top levels of the hierarchy who are directly responsible for the work
of managers at lower levels. Tactical Managers
11. These managers are driven by extreme personal ambition and will sacrifice everything,
including self and family, to get on top of corporate ladder. Climbers
12. An index that measures output relative to the input used to produce them. Productivity
13. It grows directly out of the authority of a manager’s position and involve developing and
maintain positive relationship with significant others. Interpersonal Roles
14. Concerned with fundamental re-thinking, process analysis, radical redesign and dramatic
results. Re-engineering
15. The industrial revolution in the late 19th century made managers realize that satisfying
customer needs is important
FE-CO2
A-Planning, B-Organizing, C-Staffing, D-Leading, and E-Controlling
1. Proper design of employees’ work environment and praise for good performance. C
2. Developing the company’s vision and mission statements. A
3. Treating all employees with respect, no matter what their position is D
4. Centralization of the decision making activity. B
5. Ordering materials and equipment for production B
6. Review of resume, transcript of records, and other documents submitted by a job
applicant C
7. Instituting a preventive maintenance program to all machineries E
8. Teaching managers broader skills needed for their present job. C-D
9. Conduct SWOT analysis. A
10. Grouping of activities according to products or product line. B
11. Auditing a firm’s financial performance. E
12. Helping employees who have been dismissed from the company due to financial crisis. C
13.
middle
QUIZ 2-1
Tactical plans cover a period of one year or less and help keep the organization on track to fulfill
long-range strategic plans
True
A decision-making method in which an individual or a subgroup or assigned the role of critic –
devil’s advocacy
True
Work groups are an ineffective way for employees to gain experience with management
activities
False
A process in which each criterion is compared to a standard or ranked on its own merits –
evaluation apprehension
False (absolute comparison)
every manager gives the same amount of time and attention to each of the management functions
False
An agenda contains both specific and vague items, covering short-term goals and long-term
objectives
True
Strategic plans generally cover periods ranging from 2 to 10 years or even longer
True
Plans used repeatedly to handle frequently recurring events → standing plans
True
Every organization, in the pursuit of its objectives, must acquire resources and coordinate their
use to turn out a final good or service
True
A decision-making process is a series or chain of related steps or interconnected stages that lead
to an action or to an outcome and assessment.
True
Plans that cover unique, one-time-only events → single-use plans
True
The mission statements of organizations revolve around the issues of competitive advantage,
efficiency, profit and growth
True
Tactical plans normally cover a period of one year or less and help keep the organization on
track to fulfill long-range strategic plans
True
QUIZ 2-2
Provides a rational approach to achieving pre-selected objectives
PLANS
Choosing a course of action among alternatives
DECISION MAKING
General statements or understandings that guide or channel thinking decision making
POLICIES
Identifies the basic purpose or function or tasks of an enterprise or agency or any part of it.
PURPOSES AND MISSIONS
A conceptual framework for a systematic analysis that facilitates matching of the external threats
and opportunities with the internal weaknesses and strengths of the organization.
TOWS MATRIX
A complex of goal, policies, procedures, rules, task assignments, steps to be taken, resources to
be employed, and other elements
PROGRAMS
Something that stands in the way of accomplishing a desired objective.
LIMITING FACTOR
A situation where factual information may exist, but it may be incomplete
RISK
Assumptions about the environment in which the plan is to be carried out.
PREMISES
Determination of the basic long-term objectives of an enterprise and the adoption of courses of
action and allocation of resources necessary to achieve these goals.
STRATEGIES
7. Programs
8. Budgets Steps in Decision Making
1. Identifying Alternatives/Limiting Factor
2. Since people tend to follow those, who in their view, offer them a means of satisfying their
personal goals, the more Managers understand what motivates their subordinates and how
their motivators operate, and the more they reflect this understanding in carrying out their
managerial actions, the more effective they are likely to be leaders: This principle is known as:
PRINCIPLE OF LEADERSHIP
3. A leader who commands and expects compliance, is dogmatic and positive, and leads by the
ability to withhold or give rewards and punishments. AUTOCRATIC
4. A leader who uses his or her power very little, if at all, giving subordinates a high degree of
independence in their operations. FREE-REIN
5. A leader who consults with subordinates on proposed actions and decisions and encourage
participation from them. DEMOCRATIC
6. It is the general term applying to the entire class of drives, desires, needs, wishes, and similar
forces. MOTIVATION
7. According to ______, people are motivated by existence needs, relatedness needs, and
growth needs. ALDERFER
8. This theory states that individuals can be motivated by proper design of their work environment
and by praise for their performance, while punishment for poor performance produces negative
results. REINFORCEMENT
9. _______ theory shows that people may be motivated to do things to reach a goal if they
believe in the worth of the goal and if they can see that what they do will help them in achieving
it. EXPECTANCY
10. The _________ may include a feeling of accomplishment and self-actualization. INTRINSIC
REWARDS
PART B
1. The managerial grid has three dimensions: concern for people, concern for facilities, and
concern for production. FALSE
2. Facial expressions and body gestures are examples of verbal communication. FALSE
3. According to McGregor, there are two sets of assumptions about the nature of people. TRUE
4. The ability to inspire followers to apply their full capabilities is an approach to leadership.
FALSE
5. Transactional leaders articulate a vision, inspire and motivate followers, and create a climate
favorable for organizational change. FALSE
7. Robert Blake and Jane Mouton developed the managerial grid. TRUE
11. The Porter and Lawler model states that the basic motivating needs are the need for power,
affiliation, and achievement. FALSE
13. Motivation organize human and other resources in the most effective and efficient way. FALSE
14. Autocratic leaders show self-confidence, have strong convictions and demonstrates
enthusiasm and excitement. FALSE
QUIZ#5 – CONTROLLING
PART A.