Chap. 1 Intro To Management And Organizations

Front 1

manager

Back 1

a person who coordinates and oversees work of other ppl so organizational goals can be accomplished

Front 2

managment

Back 2

overseeing the activity of others so their activities are completed efficiently and effectively

Front 3

efficiency

Back 3

"doing things right"
getting the most output for the least input

Front 4

effectiveness

Back 4

"doing the right things"
attaining organizational goals

Front 5

three approaches to what managers do

Back 5

1.functions they perfom
2.roles they play
3.skills they need

Front 6

Function-planning

Back 6

defining goals, establishing strategies, developing plans to coordinate activities

Front 7

Function-organizing

Back 7

arranging work to accomplish organizational goals

Front 8

Function-Leading

Back 8

working with and through people to accomplish goals

Front 9

Function-controlling

Back 9

monitoring, comparing and correcting work

Front 10

Mintzberg's management roles

Back 10

1.interpersonal roles
2.informational roles
3.decisional roles

Front 11

Interpersonal Roles

Back 11

reflects interactions with people inside and outside the work unit
1.figurehead
2.leader
3.liaison

Front 12

Informational roles

Back 12

giving, receiving and analyzing of information
1.monitor
2.disseminator
3.spokesperson

Front 13

decisional roles

Back 13

using information to make decisions to solve problems or address opportunity
1.entrepreneur
2.disturbance handler
3.resource allocator
4.negotiator

Front 14

mintzberg managerial actions

Back 14

1.thoughtful thinking
2.practical doing

Front 15

Skills managers need-technical skills

Back 15

knowledge and profieciency in a specific field

Front 16

Skills managers need-human skills

Back 16

the ability to work well with other people

Front 17

Skills managers need-conceptual skills

Back 17

ability to concpetualize abstract and complicated situations concerning the organization

Front 18

Skill importance at levels
top managers

Back 18

conceptual and human is primary
technical is not important

Front 19

Skill importance at levels
middle managers

Back 19

human skills primary
conceptual and technical are also important

Front 20

Skill importance at levels
lowerlevel managers

Back 20

high technical and human
low conceptual

Front 21

How manager's job is changing
importance of customers

Back 21

customers the reason organizations exist
customer relationships is responsibility of all managers and employees
consistent high quality service is essential for survival

Front 22

How manager's job is changing
innovation

Back 22

doing things differently exploring new territory taking risks
managers should encourage innovation

Front 23

How manager's job is changing
changing technology

Back 23

virtual workplaces
mobile workforce
flexible work arrangements
empowered employees
work-personal life balance

Front 24

How manager's job is changing
security threats

Back 24

risk management
restructured workplace
discrimination concerns
globalization concerns
employee assistance
future energy source?

Front 25

How manager's job is changing
increased emphasis on ethics

Back 25

redefined values
rebuilding trust
increased accountability

Front 26

How manager's job is changing
increased competitiveness

Back 26

change in...
customer service
innovation
globalization
efficiency/productivity

Front 27

Organization

Back 27

an arrangement of people to accomplish a specific purpose

Front 28

characteristics of organization

Back 28

distinct purpose
composed of people
deliberate structure

Front 29

universality of management

Back 29

good management is needed in all organizations

Front 30

reality of work

Back 30

employees either managed or are managed