ADMIN 232 - Introduction to Management
(Athabasca University)
ADMIN 232 Exams
Chapter review, Homework
MIDTERM EXAM
Chapter 1
Definition:
Management: Getting work done through others
Efficiency: Getting work done with minimum effort, expense or waste
Effectiveness: accomplishing tasks that help fulfill organizational
objectives
Planning: Management functions. Determining organizational goals and a means for
achieving them
Organizing: deciding where decisions will be made, who will do what jobs and tasks, and
who will work for whom.
Leading: Inspiring and motivating workers to work hard to achieve organizational goals
Controlling: Monitoring the progress toward goal achievement and taking corrective action
when needed.
Top Managers: executives responsible for the overall direction of the organization
Middle managers: Responsible for setting objectives aligned with top management's goals
and for planning, implementing subunit strategies for achieving these objectives.
First Line Managers - Managers who train and supervise the performance of
non-managerial employees who are directly responsible for producing the company’s
products or services.
Team Leaders : Managers responsible for facilitating team activities toward accomplishing a
goal.
Figurehead role: The interpersonal role managers play when they perform ceremonial
duties
Leader Role : The interpersonal role managers play when they motivate and encourage
workers to accomplish organizational objectives.
Liaison Role : The interpersonal role managers play when they deal with people outside
their units.
Monitor Role : The informational role managers play when they scan their environment for
information.
,Disseminator Role :The Informational role managers play when they share information with
others in their departments or companies.
Spokesperson Role : The informational role managers play when they share info with
people outside their departments or companies.
Entrepreneur role: The decisional role managers play when they adapt themselves, their
subordinates, and their units to change.
Disturbance Handler Role: The decisional role managers play when they respond to
severe problems that demand immediate action.
Technical Skills: The specialized procedures, techniques, and knowledge required to get
the job done,
Human SKills: the ability to work well with others
Conceptual Skills: the ability to see the organization as a whole, understand how the
different parts affect one another, and recognize how the company fits into or is affected by
its environment
Chapter 18
Scientific management : Studying and testing different methods to identify the best,
efficient way to complete a job.
Soldiering: When workers purposefully slow their pace/restrict their work outputs.
Motion study: Breaking Each Task or job into its separate motions and eliminating those
that are repetitive or unnecessary.
Time study: TIming how long it takes good workers to complete each part of their jobs
Gantt chart: A graphic chart that shows which tasks must be completed at which times in
order to complete a project.
Bureaucracy:the exercise of control on the basis of knowledge, expertise or experience.
Integrative conflict resolution: Approach to dealing with conflict by both parties sharing
their preferences and then working together to find an alternative meets the needs of both
Organization: A system of consciously coordinated activities or forces created by two or
more people
System: A set of interrelated elements or parts that function as a whole
Subsystems: Smaller systems that operate in the context of a larger system
Synergy: When two or more subsystems working together can produce more than working
individually
Closed systems: Systems that can sustain themselves without interacting WITHOUT their
environment
Open systems: Systems that can sustain themselves only by interacting WITH their
environment, on which they depend for their survival.
, Contingency approach: Holds that there are no universal management theories/ideas as it
depends on the situation,problems that managers are facing at the specific time/place.
Chapter 7
Global Business: The buying and selling of goods and services by people form different
countries.
Multinational Corporations: Corporations that own businesses in two or more countries
Foreign Direct Investment: A method of investment in which a company builds a new
business or buys an existing business in a foreign country,
Trade Barriers: Government-imposed regulations that increase the cost and restrict the
number of imported goods.
Protectionism: A government’s use of trade barriers to shield domestic companies and their
workers from foreign competition.
Tariff:A direct tax on imported goods.
Non Tariff barriers: Non Tax methods of increasing the cost or reducing the volume of
imported goods.
Quotas: Limits on the number or volume of imported Products
Voluntary Export Restraints : Voluntarily imposed limits on the number or volume of
products exported to a particular country.
Government Import Standards: Standard ostensibly established to protect the health and
safety of citizens but often used to restrict imports.
Government Subsidies: Government loans, grants, investments, and tax deferments given
to domestic companies to protect them from foreign competition.
Custom Valuation/Classification: a classification assigned to imported products by
government officials that affect the size of the tariff and imposition of import quotas.
General Agreement on Tariffs and Trade (GATT): A worldwide trade agreement that
reduced and eliminated tariffs, limited government subsidies, and established protections for
intellectual property.
World Trade Organization (WTO): The successor to GATT, THe only international
organization dealing with the global rules of trade between nations; its main function is to
ensure that trade flows as smoothly, predictably, and freely as possible.
Regional Trading Zones: areas in which tariff and nontariff barriers on trade between
countries are reduced or eliminated.
Europe’s Maastricht Treaty: A regional trade agreement between most European
Countries.
(Athabasca University)
ADMIN 232 Exams
Chapter review, Homework
MIDTERM EXAM
Chapter 1
Definition:
Management: Getting work done through others
Efficiency: Getting work done with minimum effort, expense or waste
Effectiveness: accomplishing tasks that help fulfill organizational
objectives
Planning: Management functions. Determining organizational goals and a means for
achieving them
Organizing: deciding where decisions will be made, who will do what jobs and tasks, and
who will work for whom.
Leading: Inspiring and motivating workers to work hard to achieve organizational goals
Controlling: Monitoring the progress toward goal achievement and taking corrective action
when needed.
Top Managers: executives responsible for the overall direction of the organization
Middle managers: Responsible for setting objectives aligned with top management's goals
and for planning, implementing subunit strategies for achieving these objectives.
First Line Managers - Managers who train and supervise the performance of
non-managerial employees who are directly responsible for producing the company’s
products or services.
Team Leaders : Managers responsible for facilitating team activities toward accomplishing a
goal.
Figurehead role: The interpersonal role managers play when they perform ceremonial
duties
Leader Role : The interpersonal role managers play when they motivate and encourage
workers to accomplish organizational objectives.
Liaison Role : The interpersonal role managers play when they deal with people outside
their units.
Monitor Role : The informational role managers play when they scan their environment for
information.
,Disseminator Role :The Informational role managers play when they share information with
others in their departments or companies.
Spokesperson Role : The informational role managers play when they share info with
people outside their departments or companies.
Entrepreneur role: The decisional role managers play when they adapt themselves, their
subordinates, and their units to change.
Disturbance Handler Role: The decisional role managers play when they respond to
severe problems that demand immediate action.
Technical Skills: The specialized procedures, techniques, and knowledge required to get
the job done,
Human SKills: the ability to work well with others
Conceptual Skills: the ability to see the organization as a whole, understand how the
different parts affect one another, and recognize how the company fits into or is affected by
its environment
Chapter 18
Scientific management : Studying and testing different methods to identify the best,
efficient way to complete a job.
Soldiering: When workers purposefully slow their pace/restrict their work outputs.
Motion study: Breaking Each Task or job into its separate motions and eliminating those
that are repetitive or unnecessary.
Time study: TIming how long it takes good workers to complete each part of their jobs
Gantt chart: A graphic chart that shows which tasks must be completed at which times in
order to complete a project.
Bureaucracy:the exercise of control on the basis of knowledge, expertise or experience.
Integrative conflict resolution: Approach to dealing with conflict by both parties sharing
their preferences and then working together to find an alternative meets the needs of both
Organization: A system of consciously coordinated activities or forces created by two or
more people
System: A set of interrelated elements or parts that function as a whole
Subsystems: Smaller systems that operate in the context of a larger system
Synergy: When two or more subsystems working together can produce more than working
individually
Closed systems: Systems that can sustain themselves without interacting WITHOUT their
environment
Open systems: Systems that can sustain themselves only by interacting WITH their
environment, on which they depend for their survival.
, Contingency approach: Holds that there are no universal management theories/ideas as it
depends on the situation,problems that managers are facing at the specific time/place.
Chapter 7
Global Business: The buying and selling of goods and services by people form different
countries.
Multinational Corporations: Corporations that own businesses in two or more countries
Foreign Direct Investment: A method of investment in which a company builds a new
business or buys an existing business in a foreign country,
Trade Barriers: Government-imposed regulations that increase the cost and restrict the
number of imported goods.
Protectionism: A government’s use of trade barriers to shield domestic companies and their
workers from foreign competition.
Tariff:A direct tax on imported goods.
Non Tariff barriers: Non Tax methods of increasing the cost or reducing the volume of
imported goods.
Quotas: Limits on the number or volume of imported Products
Voluntary Export Restraints : Voluntarily imposed limits on the number or volume of
products exported to a particular country.
Government Import Standards: Standard ostensibly established to protect the health and
safety of citizens but often used to restrict imports.
Government Subsidies: Government loans, grants, investments, and tax deferments given
to domestic companies to protect them from foreign competition.
Custom Valuation/Classification: a classification assigned to imported products by
government officials that affect the size of the tariff and imposition of import quotas.
General Agreement on Tariffs and Trade (GATT): A worldwide trade agreement that
reduced and eliminated tariffs, limited government subsidies, and established protections for
intellectual property.
World Trade Organization (WTO): The successor to GATT, THe only international
organization dealing with the global rules of trade between nations; its main function is to
ensure that trade flows as smoothly, predictably, and freely as possible.
Regional Trading Zones: areas in which tariff and nontariff barriers on trade between
countries are reduced or eliminated.
Europe’s Maastricht Treaty: A regional trade agreement between most European
Countries.
