Introduction To Management

Front 1

First-line managers

Back 1

Manage the work of non-managerial individuals who are directly involved with the production or creation of the organization's products.

Front 2

Middle managers

Back 2

All managers between the forst-line level and the top level of the organization.

Front 3

Top managers

Back 3

Responsible for making organization-wide decisions and establishing for plans and goals that affect the entire organization.

Front 4

Manager

Back 4

Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.

Front 5

Manager

Back 5

Changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees.

Front 6

Management

Back 6

The process of coordinating work activities so that they are completed efficiently and effectively with and through other people.

Front 7

Process

Back 7

Represents ongoing functions or primary activities engaged in by managers.

Front 8

Coordinating

Back 8

Distinguishes a managerial position from a non-managerial one.

Front 9

Efficiency

Back 9

Getting the most output from the least amount of inputs.

Front 10

Effectiveness

Back 10

Completing activities so that organizational goals are attained.

attained.

attained.

Front 11

Management Process

Back 11

Set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control.

Front 12

Management Process

Back 12

Managerial activities are usually done in a continuous manner.

Front 13

Planning

Back 13

Defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

Front 14

Organizing

Back 14

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made.

Front 15

Leading

Back 15

Directing and motivating all involved parties and dealing with employee behavior issues.

Front 16

Controlling

Back 16

Monitoring activities to ensure that they are going as planned.

Front 17

Interpersonal

Back 17

Involve people and duties that are ceremonial and symbolic in nature.

Front 18

Informational

Back 18

Receiving, collecting, and disseminating information

Front 19

Decisional

Back 19

Revolve around making choices

Front 20

Management Roles

Back 20

Specific categories of managerial behavior.

Front 21

Management roles

Back 21

Emphasis that managers give to the various roles seems to change with their organizational level.

Front 22

Technical

Back 22

Knowledge of and proficiency in a certain specialized field.

Front 23

Human

Back 23

Ability to work well with other people both individually and in group.

Front 24

Conceptual

Back 24

Ability to think and to conceptualize about abstract and complex situations.

Front 25

Conceptual

Back 25

See the organization as a whole.

Front 26

Conceptual

Back 26

Understand the relationships among subunits.

Front 27

Conceptual

Back 27

Visualize how the organization fits into its broader environment.

Front 28

Analysis

Back 28

Breaking things apart

Front 29

Synthesis

Back 29

Putting things together

Front 30

System

Back 30

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

Front 31

System

Back 31

Provides a more general and broader picture of what managers do the an the other perspectives provide.

Front 32

Closed System

Back 32

Not influenced by and do not interact with their environment.

Front 33

Open-System

Back 33

Dramatically interact with their environment.

Front 34

Organizations

Back 34

Take in inputs from their environments.

Front 35

Organizations

Back 35

Transform or process inputs into outputs.

Front 36

Organizations

Back 36

Outputs are distributed to the environment.

Front 37

Inputs

Back 37

Raw materials

Human resources

Capital

Technology

Information

Front 38

Transformation

Back 38

Employee's work activities

Management activities

Technology and operations methods

Front 39

Outputs

Back 39

Products and services

Financial results

Information Human results

Front 40

Managing Systems

Back 40

Managers must coordinate various work activities.

Front 41

Managing Systems

Back 41

Decisions and actions taken in one organizational area will affect other areas and vice versa.

Front 42

Contingency perspective

Back 42

Different ways of managing are required in different organizations and different circumstances.

Front 43

Organization size

Back 43

The number of people in an organization is a major influence on what managers do.

Front 44

Routineness of Task Technology

Back 44

To achieve its purpose an organization uses technology, that is, engages in the process of transforming inputs into outputs.

Front 45

Environmental Uncertainty

Back 45

The degree of uncertainty caused by political, technical, sociocultural, and economic changes influences the management process.

Front 46

Individual Differences

Back 46

Individuals differ I'm terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.

Front 47

Organization

Back 47

A deliberate arrangement of people to accomplish some specific purpose.

Front 48

Universality Management

Back 48

Management is needed in all types and sizes of organizations at all organizational levels on all work areas.

Front 49

Universality of Management

Back 49

Management functions must be performed in all organizations.

Front 50

The reality of work

Back 50

Most people have some managerial responsibilities; most people work for a manager

Front 51

Interpersonal Figurehead

Back 51

Symbolic figurehead; obliged to perform a number of routine duties of a legal or social nature; greeting visitors and signing legal documents.

Front 52

Leader

Back 52

Responsible for the motivation and activations of subordinates; performing virtually all activities that involve subordinates.

Front 53

Liaison

Back 53

Maintains self-developed network of outside contacts and informers who provide favors and information; acknowledging mail; doing external board work.

Front 54

Informational Monitor

Back 54

Seeks and receives wide variety of internal and external information to develop through understanding of organization and environment.; reading periodical reports.

Front 55

Disseminator

Back 55

Transmits information received from outsiders or from subordinates to members of the organization; holding information meetings.

Front 56

Spokesperson

Back 56

Transmits information to outsiders on organization's plan. Holding board meetings

Front 57

Decisional Entrepreneur

Back 57

Searches organization and its environment for opportunities.

Front 58

Disturbance handler

Back 58

Responsible for corrective action when organization faces important unexpected disturbances.

Front 59

Resource allocator

Back 59

Responsible for the allocation of organizational resources of all kinds., scheduling and requesting authorization.

Front 60

Negotiator

Back 60

Responsible for representing the organization at major negotiations.