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35 Cards in this Set

  • Front
  • Back
Getting work done through others
getting work done with a minimum of effort expense or waste
accomplishing tasks that help fulfil organizational objectives
determining organizational goals and the means for achieving them
deciding where decisions will be made, who will do what jobs and tasks and who will work for whom.
inspiring and motivating workers to work hard to achieve organizational goals
monitoring progress toward goal achievement and taking corrective action when needed
a study of studies a statistical approach that provides the best scientific estimate of how well management theories and practices work
top managers
executives responsible for the overall direction of the organization
middle managers
managers responsible for setting objectives consistent with top management's goals, and planning and implementing subunit strategies for achieving these objectives
first-line managers
managers who train and supervise performance of non-managerial employees and who are directly responsible for producing the company's products or services
team leaders
managers responsible for facilitating team activities toward goal accomplishment
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
liasion 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
diseminator role
the information al role managers play when they share information with others in their departments or companies
spokesperson role
the informational role managers play when they share information with people outside their departments or companies
entrepreneur role
the decisional role managers play when they adapt themselves the subordinates and their units to incremental change
disturbance handler role
the decisional role managers play when they respond to severe problems that demand immediate action
resource allocator role
the decisional role managers play when the decide who gets what resources
negotiator role
the decisional role manger play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.
technical skills
the ability to apply the specialized procedures, techniques and knowledge required to get the job done
human skill
the ability to work well with others
conceptual skill
the ability to see the organization as a whole, how the different pars affect each other, and how the company fits into or is affected by its environment.
Three Management Functions
Making things happen,
Meeting the Competition,
Organizing People Projects and Processes
Four Traditional management function
Planning, Organizing, leading, Controlling
parts of Making things happen
Planning, decision-making, Control, managing information
4 Kinds of Managers
Top Managers
Middle Managers
First-line Managers
Team Leaders
3 Manager roles
Interpersonal Role
Informational Role
Decisional Role
3 types of Interpersonal Roles
Figurehead Role
Liasion Role
Leader Role
3 types of informational role
monitor role
disseminator role
spokesperson role
4 decisional role
entrepreneur role
disturbance handler roe
resource allocator role
negotiator role
Management Skills
Motivate to manage
To management mistakes
Insensitive to others
cold aloof arrogant
betrayal of trust
overly ambitious
specific performance problems