CSS Business Administration Management Flashcards

24 sample cards from the Management deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. What is 'Unity of Command' in Fayol's principles?

   The principle that each employee should receive orders from, and be accountable to, only one superior to avoid confusion and conflicting instructions.

2. What is the 'Scalar Chain' in Fayol's principles?

   The line of authority from top management to the lowest ranks; communication should follow this chain, though a 'gang plank' allows lateral communication in emergencies.

3. Who developed the theory of Bureaucracy and what is it?

   Max Weber developed bureaucracy—an ideal organizational form based on division of labor, a clear hierarchy of authority, formal rules and regulations, impersonality, and selection/promotion based on technical competence.

4. List the key characteristics of Weber's ideal bureaucracy.

   Division of labor, well-defined authority hierarchy, formal rules and regulations, impersonality (rules applied uniformly), career orientation, and merit-based selection and promotion.

5. What landmark studies launched the Behavioral/Human Relations approach, and who led them?

   The Hawthorne Studies (1924–1932) at Western Electric's Hawthorne plant, led by Elton Mayo and his associates.

6. What is the 'Hawthorne Effect'?

   The phenomenon where workers' productivity improves simply because they are being observed and given attention, showing that social and psychological factors strongly affect performance.

7. What was the main conclusion of the Human Relations movement?

   That social factors, group dynamics, employee attitudes, and human needs—not just economic incentives or physical conditions—are major determinants of worker productivity and satisfaction.

8. Who is considered an early advocate of the behavioral approach and human relations, known as the 'Mother of Modern Management'?

   Mary Parker Follett, who emphasized groups, cooperation, and that organizations should be based on a group ethic rather than individualism.

9. What is the focus of the Quantitative (Management Science) approach?

   The use of quantitative techniques—statistics, optimization models, linear programming, queuing theory, and computer simulations—to improve managerial decision making.

10. What is the Systems approach to management?

    It views the organization as a system of interdependent parts; it distinguishes closed systems (no environmental interaction) from open systems (which interact with their environment via inputs, transformation, and outputs).

11. What is the Contingency (situational) approach to management?

    It holds that there is no single best way to manage; the appropriate management action depends on (is contingent upon) the specific situation and variables such as size, technology, and environment.

12. Name common contingency variables that affect the 'best' way to manage.

    Organization size, routineness of task technology, environmental uncertainty, and individual differences among employees.

13. What constitutes the internal environment of an organization?

    Forces and conditions within the organization's boundaries—such as owners/shareholders, the board of directors, employees, organizational culture, and physical work environment.

14. Define organizational culture.

    The shared values, beliefs, assumptions, and norms that influence how members of an organization perceive, think, feel, and behave.

15. What are the three levels of organizational culture according to Edgar Schein?

    1) Artifacts (visible structures, symbols, dress, rituals); 2) Espoused values (stated strategies, goals, philosophies); 3) Basic underlying assumptions (taken-for-granted beliefs, the core).

16. Distinguish a strong culture from a weak culture.

    In a strong culture, core values are intensely held and widely shared, strongly shaping behavior; in a weak culture, values are limited to a few or not widely accepted, exerting little influence on behavior.

17. What is the difference between the external general environment and the specific (task) environment?

    The general environment includes broad societal forces affecting all organizations (PESTEL); the specific/task environment includes forces directly affecting a particular organization, such as customers, suppliers, competitors, and regulators.

18. What dimensions does the PESTEL framework cover for analyzing the general environment?

    Political, Economic, Social (sociocultural/demographic), Technological, Environmental (ecological), and Legal forces.

19. What are the components of the specific (task) environment?

    Customers, Suppliers, Competitors, Government/regulators (and pressure groups)—external stakeholders that directly affect day-to-day operations.

20. What two dimensions define environmental uncertainty?

    Degree of change (stable vs. dynamic) and degree of complexity (simple vs. complex). The greatest uncertainty arises in a dynamic and complex environment.

21. Define stakeholders.

    Any individuals or groups inside or outside the organization that are affected by, or can affect, the organization's decisions, policies, and performance.

22. Distinguish internal stakeholders from external stakeholders, giving examples.

    Internal stakeholders are within the organization (employees, managers, owners/shareholders, board); external stakeholders are outside it (customers, suppliers, creditors, government, community, competitors, media).

23. What is globalization in the context of management?

    The increasing integration and interdependence of economies, markets, and businesses worldwide through cross-border trade, investment, technology, and the movement of goods, services, capital, and people.

24. Name the three primary ways an organization can 'go global' (modes of international entry) from lowest to highest investment.

    Low investment: global sourcing/importing-exporting and licensing/franchising; moderate: strategic alliances and joint ventures; high investment: foreign subsidiary (wholly owned, via greenfield investment or acquisition).

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