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Management
CLEP Principles of Management
| Question | Answer |
|---|---|
| Job enlargement | Reduces specialization by giving employees additional tasks |
| The kanban system | The kanban system developed by Toyota was an attempt to solve a problem with defective parts |
| The Civil Rights Act of 1964 | Had the greatest impact on human resource management because it prohibited discrimination on the basis of race, religion, color, sex, and national origin. |
| Groupthink | The symptoms of groupthink include the illusion of unanimity, the illusion of invulnerability, self-censorship, and inherent morality. |
| Coercive power | Coercive power uses threats of punishment to get subordinates to do things. Referent power - subordinates identify with managers. Expert power - knowledge and info. Legitimate power - believes that managers have the right to request the things. |
| Organization ways of handling conflict | Compromiser - involves partial satisfaction of interests. Competitor - individuals act in their own self-interest. Collaborator - high on self-interest and as well as other party’s interests. Accommodator - accommodates the interests of the other party. |
| Bonus system coordination | Direct contact and the establishment of a liaison department as well as the use of rules and procedures are all means by which to foster coordination |
| Brainstorming | Brainstorming relies on the group generation of ideas spontaneously whereas Nominal Group Technique (NGT) favors the individual generation of ideas in writing |
| Make-to-stock | The make-to-stock strategy relies on inventory. With some predictable demand forecasted, large volumes can be produced and stored for later delivery to customers |
| Job description | A list of skills, knowledge, and abilities needed to perform a job is known as the job specifications, whereas the job description is the statement of tasks performed on the job and the conditions under which they are performed. |
| Utilitarian | The utilitarian ethical framework is based on microeconomic theory and examines which alternative would do the greatest good for the greatest number of people. |
| The attribution theory | managers tend to attribute employees’ performance problems to internal causes, primarily motivation. |
| Adjourning | The final stage of group development is adjourning. Forming stage - group forms. Storming - slightly different agendas or goals. Norming - all contribute in diff ways. Performing - roles shift as members take on new roles as needed |
| Contingency plan | Unexpected events like natural disasters. A strategic plan focuses on the long-term success of an org. A long-range plan is similar to a strategic plan, and it is more focused on the day-to-day operations. Standing plans involve guidelines & procedures |
| Scrap materials | Scrap materials are not inventory management!!! Only Raw materials, work-in-progress, and finished goods are all associated with inventory management. |
| Feedback | Feedback controls are employed at the end of a process or the production cycle. Feedforward controls work at the beginning. The targets that are set guide actions throughout the process. Concurrent controls. Critical checkpoints. |
| Contingencies for organizing | Size, technology, the environment, and strategy are all legitimate contingencies for organizing. |
| SWOT analysis | The strategic planning process goes through a number of sequential stages starting with an assessment of the current performance, mission, goals, and strategy of the company |
| Conceptual skills | Conceptual skills provide managers with a mental map so they can see the “big picture.” This involves looking at competitors and critical changes. Technical skills, learned knowledge. Human skills relate to the ability to work well with others, |
| Hawthorne studies | The Hawthorne studies yielded a number of important findings, among them the fact that productivity improved no matter how the lighting was changed |
Created by:
angverlan
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