Chapter 1 Management And Organizations

Front 1

Manager

Back 1

Someone who coordinates and oversses the work of other people so organizational goals can be accomplished.

Front 2

First-Line Managers

Back 2

Managers at the lowest level of managment who mangage the work of nonmanagerial employees.

Front 3

Middle Managers

Back 3

Managers between the lowest level and top levels of the organization who manage the work of first-line managers.

Front 4

Top Managers:

Back 4

Managers at or near the top of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.

Front 5

Organization:

Back 5

A deliberate arrangment of people to accomplish some specific purpose.

Front 6

Management:

Back 6

Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.

Front 7

Efficiency

Back 7

Doing things right, or getting the most output from the least amount of inputs.

Front 8

Effectiveness:

Back 8

Doing the right things, or doing those work activities that will result in achieving goals.

Front 9

Planning:

Back 9

Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

Front 10

Organizing:

Back 10

Management function that involves arranging and structuring work to accomplish the organizations's goals.

Front 11

Leading:

Back 11

Mangement function that involves working with and through peopple to accomplish organizational goals.

Front 12

Controlling:

Back 12

Mangment function that involves monitoring, comparing, and correcting work performance.

Front 13

Managerial Roles:

Back 13

Specific actions or behaviors expected of and exhibited by a manager.

Front 14

Interpersonal Roles:

Back 14

Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.

Front 15

Informational Roles

Back 15

Managerial roles that involve collecting, receiving and disseminating information.

Front 16

Decisional Roles:

Back 16

Managerial roles that revolve around making choices.

Front 17

Technical Skills

Back 17

Job-specific knowledge and techniques needed to proficiently perform work tasks.

Front 18

Human Skills

Back 18

The ability to work well with other people individually and in a group.

Front 19

Concpetual Skills

Back 19

The ability to think and to conceptualize about abstract and complex situations.

Front 20

Social Media:

Back 20

Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.

Front 21

Sustainability:

Back 21

A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

Front 22

University of Managment:

Back 22

The reality that management is needed in all types and sizes of organizations, at all organizational levels, and in organizations no matter where located.

Front 23

Division of Labor:

Back 23

Industrial Revolution:

Front 24

Scientific Management

Back 24

An approach that involves using the scientific method to find the "one best way" for a job to be done.

Front 25

Therblings:

Back 25

A classification scheme for labeling basic hand motions.

Front 26

General Administrative theory:

Back 26

An approach to management that focuses on describiing what mangers do and what constitutes good managment practice.

Front 27

Principles of Management:

Back 27

Fundamental rules of management that could be applied in all organizational situations and taught in schools.

Front 28

Organizational Behavior:

Back 28

The study of actions of people at work.

Front 29

Hawthorne Studies:

Back 29

A series of studies during the 1920s and 1930s that provided new insights into individual and group behavior.

Front 30

Quantitative Approach:

Back 30

The use of Quantitative techniques to improve decision making.

Front 31

Total Quality Management:

Back 31

A philosophy of managment that is driven by continuouse improvement and responsiveness to suctomer needs and expectations.

Front 32

System:

Back 32

A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Front 33

Closed Systems:

Back 33

Systems that are not influenced by and do not interact with their environment.

Front 34

Open Systems:

Back 34

Systems that interact with their environment.

Front 35

Contingency Approach:

Back 35

A managment approach that recognizes organizations as different. which means they face different situations (contingencies) and require different ways of managing.