Principles of Management CLEP

Directive Leadership Style -->Tells employees exactly what to do and the process necessary to do the task. Supportive leadership style -->relates to the employees, asks them questions, and gives them encouragement. Participative leadership style -->when a manager involves employees in decision- making and values their input. Universality of managerial functions -->states that managerial functions are the same no matter what level of manager you are. acceptance theory of authority -->states that managers do not possess authority unless employees accept it. Autocratic supervision -->uses pressure, control, and disciplinary threats to get people to work. programmed decisions -->Decisions that are made when problems are repetitive and routine. nonprogrammed decisions -->Decisions that require creative solutions to new, unfamiliar problems. formal channels of communication -->channels of communication that are established by the company, and follow the chain of command. informal channels of communication -->channels of communication that form natural between employees and groups. recentralizing -->when a company takes back delegated authority because it feels as if it has lost control over departments and functions. departmentation -->dividing various functions and tasks into distinct groups known as departments functional departmentation -->dividing departments based upon the function that they perform there is also time departmentation production departmentation -->dividing departments on the basis of what they produce there's also customer departmentation, geographic departmentation and equipment departmentation line authority -->authority that follows a chain of command and is the right to require people to conform to policies, procedures and goals. staff authority -->authority that gives the right to provide advice or counsel with regards to policies and directives, but does not give the authority to issue orders. functional authority -->authority that is given by higher management to certain staff members based upon their knowledge, skill, or experience and allows them the right to issue orders to other members of the organization. primary objectives -->objectives that provide the general framework for the organization's operations, and allow for more specific departmental objectives. These are followed by secondary objectives. external stressors -->stress for a person that comes from outside themselves internal stressors -->stress for a person that comes from people's expectations of themselves regular duties -->management tasks that are required to achieve departmental success line relationships -->relationships that represent direct relationships between the superior and the subordinate. functional relationships -->refer to the relationships between specialists and other areas. lateral relationships -->relationships that are between departments on the same hierarchical level. matrix organizational chart -->a chart that pools people with similar skills together for work assignments classical management -->a type of management that began around 1900 and focused on efficiency liaison -->a position created to coordinate between given units scientific school of mangement -->applies scientific principles in order to enhance managerial practice functional structures -->structures that group people according to the functions that they perform. benchmarking -->involves observing and adopting effective and efficient practices from other companies