Management Exam

relationships with people

gather, collate, analyze, and disseminate

making decisions for both the organization and stakeholders

quick and impulsive

logical and analytical

ability to recognize, understand, pay attention too, and manage your emotions

repeated routine decisions

non-routine decisions

little time = less likely to make a good decision

not knowing the outcome of each alternative

selecting the first acceptable solution not the best solution

Division of labor, communication and coordination

motion studies

patriarchs

small number of similar external elements that change frequently

cross-functional teams

employees with dual reporting relationships

all over the world based on communication

more responsive and adaptable to environmental changes

mental shortcuts

we can not be rational because we can not fully grasp all the possible alternatives

Standardization

Accounting, corporations, multinational corporations

proposed division of labor

production and attitude relationship

interacts with its environment

small amounts of similar external elements

many functional departments grouped under a divisional head

organized by location

less sensitive to environmental changes

sector or field of environment it will use

the tendency to be committed to poor decisions

choosing comfortable things

paying attention to information that confirms the bias

most people avoid

writing and trade

written commands and controls

incentives

Division of labor, coordination, and span of control

development of bureaucracy

division of labor

management to English language

planning, written instruction, cost control systems, division of labor

slide rule and employee fatigue

Gantt Chart

unity of command, cohesion of workers, justice

14 principles

Planning, organizing, staffing, controlling, and directing

created modern bureaucracy

family and religion

modern law

argued that executives need to ensure members perform their job and that cooperation exists

uses human relations to solve problems

understands the external conditions that organizations face and how to deal with them

proposing that there are no universal rules in management

Contingencies play a role in how much training workers should receive

All outside factors

large number of external elements, not similar, change slowly

large number of external elements, not similar, change frequently

rule based

adaptable

grouped people into departments

informal and flexible