Principles of Management Clep

place high value on greetings, gifts, and traditions.

Team roles that are divided according to the teams tasks and goals

channels of communication that form natural between employees and groups.

place a high value on perseverance and sense of shame, Asian countries tend to be long-term oriented.

looks at what achieves the greatest good for the largest amount of people

authority to provide advice with regards to policies and directives, but does not give the authority to issue orders

team roles that are aimed at maintaining team health and cohesiveness

Decisions that require creative solutions to new, unfamiliar problems.

any computer-based tool that people use to work with technology and manage it

power that uses ultimatums and discipline to achieve results

a management theory that focused largely on worker and group attitudes and feelings.

not only buying and selling but also serving customers and business partners through the internet.

a manager that is completely concerned with getting the job done, as described by Blake and Mouton

product that is assembled upon being ordered

the tasks that the group is working on

the range of activities that transform inputs to outputs.

a manager that balances production and people

Dividing departments on the basis of what they produce.

a theory concerned with only how processes inside a company affect its success

objectives that provide the general framework for the orgs ops, and allow for more specific departmental objectives.

A stage of a team's life cycle involves initial questions about members' roles and their ability to perform given tasks

product that is made to a specific customer request

uses pressure, control, and disciplinary threats to get people to work.

authority that is given by higher management to certain staff members based upon their knowledge, skill, or experience 

allows for low cost, high variety items through the use of specialized, adaptable machinery.

the process of getting finished products to consumers

power that comes from an employee's assumption that he or she should obey his or her manager.

structures that group people according to the functions that they perform.

management tasks that are required to achieve departmental success

looks for ways to decrease cost while increasing quality and quantity through the use of new technologies

analyzing business processes to eliminate nonessential components

the knowledge and skills that each team member possesses.

channels of communication that are established by the company, and follow the chain of command.

a type of management that began around 1900 and focused on efficiency

stress for a person that comes from outside themselves

Tells employees exactly what to do and the process necessary to do the task.

states that managerial functions are the same no matter what level of manager you are.

when a manager involves employees in decision-making and values their input.

Decisions that are made when problems are repetitive and routine.

management concerned with raw materials and products and their movement through the value process

involves observing and adopting effective and efficient practices from other companiessingle-use plans

a chart that pools people with similar skills together for work assignments

a manager that is highly concerned with production and with developing people to their full potential

a person's view towards unequal power as legitimate or illegitimate

refer to the relationships between specialists and other areas.

teams that are responsible for a finished product or service

a team that has a supervisor, because there are layers of leadership

plans that are used only once

dividing various functions and tasks into distinct groups known as departments

a stage of a team's life cycle that involves greater interaction among members leading to greater amounts of conflict

relationships that are between departments on the same hierarchical level.

premade product that is ordered

a manager's ability to make people want to be like them.

teams created to coordinate a specific problem or event

McGregor theory: manager believes ppl naturally dislike work, therefore must be coerced to fulfill organizational goals.

place a high value on competitiveness, assertiveness and ambition

states that managers do not possess authority unless employees accept it.

Theory: orgs with the best competitive advantage are those that understand the needs & desires of individual customers.

managers that are concerned with efficiency, cost, quality, time, and flexibility.

buying and selling goods over the internet

a manager's application of learned knowledge to specific situations.

SWOT analysis

place a high value on quality of life

a stage of a team's life cycle that involves the completion of the team's task.

stress for a person that comes from people's expectations of themselves

authority that follows a chain of command and requires people to conform to policies, procedures and goals.

results in a team believing decisions they make are inherently good & team members naturally agree on the same things.

loss of team output due to group dynamics or other factors

a manager thats convinced that by merely taking care of people's needs, work will get done, as described by Blake&Mouton

when the operations area implements the organization's corporate strategy

plans that are used over and over

relationships that represent direct relationships between the superior and the subordinate.

when a company takes back delegated authority because it feels as if it has lost control over departments and functions.

a position created to coordinate between given units

software that automates parts of a supply chain to allow smoother, less costly function

software that forecasts demand by using mathematical equations and statistical equations.

power that comes from a manager's superior knowledge and experience.

different means get you to the same end

Behaviors that a team member engages in at the expense of the team

dividing departments based upon the function that they perform there is also time departmentation

a manager that does just enough to get by, as described by Blake and Mouton

services that are uniform

applies scientific principles in order to enhance managerial practice

examines the process of production & looks at ways to improve everything

relates to the employees, asks them questions, and gives them encouragement.