Management Concepts at AKAD Hochschule Stuttgart | Flashcards & Summaries

Lernmaterialien für Management Concepts an der AKAD Hochschule Stuttgart

Greife auf kostenlose Karteikarten, Zusammenfassungen, Übungsaufgaben und Altklausuren für deinen Management Concepts Kurs an der AKAD Hochschule Stuttgart zu.

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Symbolic view of management

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Managers have limited effect of substantive organizational outcomes because of the large number of factors outside managers's control

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Control systems

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Remuneration & Benefit, Discipline, Information & financial control, purchasing control, inventory control, Quality control

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Personal Power

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Based on the ways managers are viewed by others (Expert, Referent)

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Leading

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Leading is to inspire effort, build enthusiasm, communicate the vision and maintain the momentum


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Leadership

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Leadership is the art of getting someone else you want done  because he wants do di it

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Position Power

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Based on things managers can offer to others (Reward, Coercion, Legitimacy)

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Balanced Scorecard

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BS divides organisational performance in:

- Financial (How should we appear to our shareholders?)

- Customer service (How should we appear to our customers?)

- Internal process (At what internal business process should we excel?)

- Innovation and learning areas (How will we sustain our ability to change and improve?)


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Empowerment

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process through which managers enable others to gain power and influence; allows people to at independently and feel more 'adult' in their work activities

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Task concerns

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- plans and defines work to be done

- assigns task responsibilities

- sets clear work standards

- urges task completion

- monitored performance results


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People concerns

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- acts warm and supportive towards followers

- develops social rapport with followers

- respects the feelings of followers 

- is sensitive to followers' needs

- shows trust in followers

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Fiedlers contingency model

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match between a leader's style of interacting with his/her followers and the degree to which the situation allows the leader to control and influence

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Controlling process

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1. Establish performance objectives and standards

2. Measure actual performance

3. Compare actual performance with objectives and standards

4. Take necessary action

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  • 73872 Karteikarten
  • 711 Studierende
  • 71 Lernmaterialien

Beispielhafte Karteikarten für deinen Management Concepts Kurs an der AKAD Hochschule Stuttgart - von Kommilitonen auf StudySmarter erstellt!

Q:

Symbolic view of management

A:

Managers have limited effect of substantive organizational outcomes because of the large number of factors outside managers's control

Q:

Control systems

A:

Remuneration & Benefit, Discipline, Information & financial control, purchasing control, inventory control, Quality control

Q:

Personal Power

A:

Based on the ways managers are viewed by others (Expert, Referent)

Q:

Leading

A:

Leading is to inspire effort, build enthusiasm, communicate the vision and maintain the momentum


Q:

Leadership

A:

Leadership is the art of getting someone else you want done  because he wants do di it

Mehr Karteikarten anzeigen
Q:

Position Power

A:

Based on things managers can offer to others (Reward, Coercion, Legitimacy)

Q:

Balanced Scorecard

A:

BS divides organisational performance in:

- Financial (How should we appear to our shareholders?)

- Customer service (How should we appear to our customers?)

- Internal process (At what internal business process should we excel?)

- Innovation and learning areas (How will we sustain our ability to change and improve?)


Q:

Empowerment

A:

process through which managers enable others to gain power and influence; allows people to at independently and feel more 'adult' in their work activities

Q:

Task concerns

A:

- plans and defines work to be done

- assigns task responsibilities

- sets clear work standards

- urges task completion

- monitored performance results


Q:

People concerns

A:

- acts warm and supportive towards followers

- develops social rapport with followers

- respects the feelings of followers 

- is sensitive to followers' needs

- shows trust in followers

Q:

Fiedlers contingency model

A:

match between a leader's style of interacting with his/her followers and the degree to which the situation allows the leader to control and influence

Q:

Controlling process

A:

1. Establish performance objectives and standards

2. Measure actual performance

3. Compare actual performance with objectives and standards

4. Take necessary action

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