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450management
MIDTERM EXAM
| Question | Answer |
|---|---|
| What are the three classifications of management theory? | scientific approach, human relations approach, and process approach |
| scientific approach is.... | incentives and performance (car sales) Commercial setting:(memberships, supplements, tanning visits, merchandise, etc);Not placed on an annual salary or maybe a minimal salary with commission, most usually hourly rates. Bonuses are paid to hourly workers |
| human relations approach is.... | When employees are valued they work harder. Has been validated over an over. |
| process approach is... | 5 processes for decision-making. They are inter-related (planning, organizing, directing, staffing, evaluating) |
| 3 subcategories of interpersonal | figurehead, leader, and liason |
| 3 subcategories of informational | monitor, disseminator, spokesperson |
| 3 subcategories of decisional | entrepreneur, disturbance handler, resource allocator |
| 3 leadership theories: | Trait, behavior, and situational |
| Trait leadership theory | leaders are born not made: drive, desire to lead, honesty, integrity, self confidence, good predictors of potential to lead but not guarantee |
| Behavioral leadership theory | most effective, focused on getting the job done and/or building relationships, most effective when both are focus |
| situational leadership theory | this theory says that different leadership styles can be used to fit the situation |
| 3 types of situational leadership | transactional, laissez-fair, transformational |
| transactional- | tiated and agreed upon deals between leaders and followers outlining rewards and punishments for levels of performance |
| laissez-faire | the ”do nothing” approach to leadership – least effective of all leadership styles |
| transformational- the 4 I's | 1. Idealized influence 2. Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration |
| the most effective leaders engage in all three styles... | 1. Transformational most of the time, transactional part of the time and laissez faire seldom if at all. |
| what is the difference between management and leadership? | manager looks inward (processes, systems, and people), leader looks outward (industry, trends, external factors) |
| Characteristics of great leaders: | create group culture, inspire trust, communicate goals of organization |
| characteristics of great managers: | nose for talent, continually assess talent, understand everyone is different, encourage feedback, provide clear expectations |
| name a few pitfalls for managers to avoid: | hiring those with strengths similar to own, ignoring good performers, micromanaging, forgetting members come first, fail to foster atmosphere of fun |
| Traits of successful manager conveying info: | demonstrate, verbal instructions, constructive feedback, don't jump to conclusions, about the behavior and not the person, make clear the expectations for change and consequences if not done |
| what is the ACE management strategy? | Alignment, capability, and engagement |
| what does the ACE strategy mean? | If associates ALIGNED with the values, beliefs, and goals of the organization, if CAPABLE of good performance, properly trained/ equipped to do job,& if fully ENGAGED in work and giving 100% then they are operating in sweet spot performance. |
| managers with lowest turnover in associates have 3 traits in common | extremely skilled in developing great relationships,give people the coaching/ training required to quickly become successful in their jobs/achieve full potential,recognize and reward good performance& confront poor performance immediately incaring manner |
| difference between exempt and non exempt positions | exempt- salary pay, excluded from min wage and overtime regs ;ex)executive, supervisory, professional or outside sales positions non-exempt-must be paid at least federal min wage/hour worked & given overtime pay beyond 40hr each week. |
| Steps in selecting/developing staff: | Analyze Staffing Needs -Formalize job descriptions -Refine job descriptions -Select appropriate recruiting vehicle -Develop interview questions -Job preview |
| Selecting the best candidate= | 1. initial interview and sorting of applications into priorities for phone contact 2. Phone screening 3. In-person interviews 4. Background checks 5. Comparison of candidates 6. Job offer |
| important elements of staff development | safety and compliance, new-associate orientation, basic management skills, leadership skills for experienced managers, team building, sales training for new reps, sales training for experienced reps, personal trainers, and customer service |
| keys to developing effective training program | keep the focus narrow, begin with the end in mind, break it down, bring training material to life |
| main responsibilities for wellness/fitness director: | organization, delivery, and quality of all health, fitness, and wellness programs for all age groups. Emphasis is on quality of programs, remaining up-to-date on fitness trends, increasing the # of participants served, and budget management |
| main responsibilities of assistant director | in conjunction with director and directors needs/tasks, help to retain members by offering variety of programs that help members attain health goals, increase participation and revenue, evaluate, recruit, and train employees |
| main responsibilities of personal trainer: | integrating members into facility/ generate revenue-helping members reach fitness goals. Max personal training sales and membership. Sell sessions and packages, establish, implement, monitor, and maintain individual exercise recommendations for clients. |
| main responsibilities of group exercise leader: | instruct groups/ individuals in exercise activities/fundamental fitness. Instructors qualified to develop lesson plans, are familiar and flexible with various types of exercise techniques, supervise participants, and lead instructional sessions |
| process of equipment purchase: | 1. Initiation 2. Request review 3. Budget review 4. Preparation of specifications 5. Bid evidence 6. Development of purchase order 7. Payment 8. Payment schedule |
| types of membership revenues: | personal training, group programs, spa services, youth programs, child care |
| tort law | private or civil wrong or injury other than breach of contract committed upon a person or property as result of another person's conduct |
| 3 main areas of tort law= | negligence, intentional torts, and reckless misconduct negligence tort-unintentional, legal theory people required to act in way that avoids unreasonable risk to others in order to claim negligence... person must establish 4 elements... |
| what is duty of care? | standard of care the law has established for protection of others. Relationship between parties. |
| what is breach of duty? | creating an unreasonable risk of injury |
| what is causation? | causal connection between negligent conduct and injury |
| what is damages? | suffer from injury or damages, costs, medical care |
| intentional tort- | arise out of an intentional or willful action. Intentional torts include violence, assault, slander, libel, fraud, false imprisonment, trespass, and conversion. |
| reckless misconduct- | The conduct is not an intentional tort, however, since it is usually performed with no intent to harm or touch. |
| The essentials of a contract are: | offer, acceptance, consideration, intent, legality |
| the types of contracts: | membership agreements, waivers and releases, independent contractor agreements, vendor contracts, employment contracts |
| umbrella liability insurance | |
| event liability insurance | |
| automobile insurance |
Created by:
sbush0804
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