WGU C215 Study Guide - FINAL

WGU C200

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WGU C202: Know to Pass

144 terms Lola_HanaPreview WGU C 130 term Mit Practice questions for this set Learn1 / 7Study using Learn What are employee behavioral practices Managementthe attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources Choose an answer 1 Leadership, ethics, trust and personal responsibility 2 Performance expectations, performance rewards 3 Trait Theories, Behavioral Theories, contingency theory 4 Organizational visioning, Motivational communication, modeling desired behavior Don't know?

Planningselect goals and ways to attain them Organizingassigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization Leadinguse influence to motivate employees Controllingmonitoring performance, comparing it with goals, and taking corrective action as needed Organizationa social entity that is goal directed and deliberately structured Effectivenessthe degree to which an organisation has achieved its stated objectives EfficiencyThe amount of resources—raw materials, money, and people—used to produce a desired volume of output.performancethe organization's ability to attain its goals by using resources in an efficient and effective manner What are the necessary skills for managementconceptual skill, human skill and technical skill What is conceptual skillIt is the cognitive ability to see the organization as a while system and the relationships among its parts What is human skillThe managers ability to work with and through other people and to work effectively as a group member What is technical Skillthe understanding of and proficiency in the performance of specific tasks What is a top managerthe manager who is as the apex of the organizational hierarchy and is responsible for the entire orginazation what is a middle managerSomeone who implements the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them

• Plant manager, regional manager, branch manager

Project ManagerA manager who is responsible for a specific work project that involves people from various functions and levels of the organization.first-line managersmanagers who are at the first or second level of the hierarchy and are directly responsible for overseeing groups of production employees Functional Managerresponsible for only one area of organizational activity General ManagerManager who is responsible for several organizational activities RoleA set of expectations for a managers behavior

Role Categories: informationalManaging by information

Role Categories: InterpersonalManaging through people

Role Categories: DecisionalManaging through action

Total Quality Management (TQM)focuses on managing the total organization to deliver quality to customers Contingency Viewtells managers that what works in one organizational situation might not work in others Synergythe whole is greater than the sum of its parts Systems Thinkingthe ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements What is Management ScienceUses mathematical, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems.Quantitative Perspectiveuses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems AKA Management Science Organization developmentA planned effort that is organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge Behavioral Science Approachrelies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers Human Relations Movementa management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity

• sub fields of humanistic perspectiveThe human relations movement, the Human resources Movement and the

behavioral science approach Humanistic PerspectiveEmphasizes understanding human behavior, needs, and attitudes in the workplace.Administrate principles approachFocuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating and controlling Bureaucratic organization structure- A clear differentiation of tasks and responsibilities

• Coordination through strict hierarchy of authority and decision rights
• Standardization of rules and procedures
• Vertical separation of planning and execution

scientific management approachtheory of management that measures all aspects of the work process to eliminate any inefficiencies

• sub-fields of classical perspectivescientific management, bureaucratic organizations, and administrative principles

Classical perspectiveTakes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.Economic FOrcesaffect the availability, production, and distribution of a society's resources Political Forcesinfluence of political and legal institutions on people and organizations Social Contractan implicit agreement among the members of a society to cooperate for social benefits Social Forcesaspects of a culture that guide and influence relationships among people What are the 7 theories of leadershipTrait leadership, Behavioral leadership, transactional leadership, transformational leadership, Servant leadership, Situational leadership, participative leadership Trait Leadership TheoryFocuses on inherent leadership qualities and characteristics that determine a leaders performance and effectiveness Behavioral Leadership Theoriesfocus on the behaviors common to effective leaders Transactional Leadershipleadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance Transformational Leadership theoryleadership that, enabled by a leader's vision and inspiration, exerts significant influence Servant Leadership Theorya leadership style that seeks to ensure that other people's highest priority needs are being served in order to increase teamwork and personal involvement Situational Leadership Theorya leadership contingency theory that focuses on followers' readiness Participative Leadership Theorytaking input of others into account while leading-encourage participation and contributions from group members (usually seen in business settings- leaders facilitate) Characteristics of Trait leadership theoryEnergy, Age, status, mobility, education and intelligence Arguments against the trait leadership theoryDifficult to validate, no trait would guarantee leadership success

• overarching leadership theoriesTrait Theories, Behavioral Theories, contingency theory

Transactional Leadership theoryTask focused, has clear incentive/reward and punishment, clear definition of goals and expectations