Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
77 Cards in this Set
- Front
- Back
|
Working with and through people to accomplish a common mission. |
What is management? |
|
|
Mission Authority Resources Responsibility Accountability |
Ingredients or conditions necessary for management. |
|
|
Mission |
Goal that the organization's sub-unit expect to accomplish |
|
|
Authority |
Needed to direct the team towards the goal. |
|
|
Resources |
Includes people, equipment, supplies and money. |
|
|
Responsibility |
For achieving the goal assinged |
|
|
Accountability |
For using the resources established. |
|
|
"Management's job is to see the company not as it is, but as it can become." |
John Teets |
|
|
Maneggiare = to handle Manu agare = to lead by the hand Ménagement = art of conducting or controlling. |
Management in different translation: Italian Latin French |
|
|
Management |
Effective motivation of men and the efficient utilization of resources for the attainment of a pre-determined objective. |
|
|
Management |
A distinct process consists of planning, organizing, actuating (leading) and controlling, which are performed to determine and accomplish the objectives by the use of people and resources. |
|
|
Management |
Has been called the art of getting things done through people. |
|
|
Management as an art |
Results in the accomplishment of objective by the use of human efforts. |
|
|
Management is a science |
Is a systematic body of knowledge that gatthers and anylzes facts and formulated general law or principles from these facts. |
|
|
Management as an art and a science |
Seems to integrate into a unified, coordinated whole of all the essential factors that make up an organization. |
|
|
Planning Organizing Directing or leading Contrilling |
Functions of management |
|
|
Planning |
The foundation of management |
|
|
Planning |
It is the thinking and analying portion of management process. |
|
|
Strategic planning Tactical planning Contigency planning |
Types of planning |
|
|
Strategic planning |
Concerned with the identification of the mission and those objectives that will permit it's most efficient pursuit. |
|
|
Strategic planning |
It is a long range planning that is normally completed by top level managers in an organization. |
|
|
Tactical planning |
Is a method in accomplishing the goal of the organization. |
|
|
Tactical planning |
It is a short range planning that develop a very detailed strategy about what needs to be done, who will do it and how it shoud be done. Done by low level managers |
|
|
Contigency planning |
The alternatice coursd of action when primary plans that have veen developed failed to achieve the goals of the organization. Back up plan |
|
|
Organizing |
It is the grouping together of men and establishing relationships among them. |
|
|
Organizational structure |
Division and arrangement of task is well assinged on a framework that links all worked, tasks and resources together. |
|
|
Directing |
A process in supervising or leading worker to accomplish the goals of the organization. |
|
|
Controlling |
Involves the evaluation of activities. Process of determining if the company's goals and objectives are being met. |
|
|
Manager Director Supervisor Administrator |
Let people in management |
|
|
Manager |
The person who plans organize direct and control the work of others in order to run a business efficiently and achieve its goals. |
|
|
Director |
Is to design develop long term future plans and implement the strategic plan for their company in the most cost effective and time efficient manner. |
|
|
Supervisor |
Is an employee of an organization with some of the powers and responsibilities of managment, occupying a role between true manager and a regular employee |
|
|
Supervisor |
Is responsible for the productivity and actions of a small group of employees. |
|
|
Vision Motivation Decision-making ability Good health Humility Leadership Mentorship |
Essential characteristics of a manager |
|
|
Vision |
Ability to forsee something and sees the news for change and be ready with solutions before problems arises. |
|
|
Motovation |
It is the set of processes that moved a person towards a goal. |
|
|
Decision making ability |
It is very important that a manager performs decisio for the benifit of the organization. |
|
|
Good health |
It menas living a balanced life physically, emotionally and spiritually as the best antidote to tensions ,illustrations ,strains and effort |
|
|
Humilty |
This implies the recognition that we have shortcomings that we are not self-sufficient and that we need help of our subordinates just as they need our help. |
|
|
Leadership |
It is an interpersonal influence directed towards the achievement of a goal |
|
|
Mentroship |
A formal relationship between a newly hired employee and a veteran employeed role model that provides support and encouragement to the New employees. Ability to teach New employees. |
|
|
First line managers Middle line managers Top managers |
Management levels |
|
|
First line managers |
The lowest level in an organization responsible for the work of others. |
|
|
First line manager |
Direct operating employees only |
|
|
Middle line managers |
Refer to more than one level in an organization. |
|
|
Middle line managers |
Direct activities of other managers and sometimes also those of operating employees. |
|
|
Top managers |
Composed of a comparatively small group of executives. |
|
|
Top managers |
They are responsible for the overall management of the organization. |
|
|
Technical skills Human skills Conceptual skill |
Management skills |
|
|
Technical skill |
It is the ability to use equipment procedure and techniques of specialized fields. |
|
|
Human skill |
Is the ability d work with, understand and motivate other people either as an individual of as a group. |
|
|
Conceptual skill |
Is the mental ability to coordinate and integrate all of the organization's interest and activities. |
|
|
Management performance |
Can be measure in terms of efficiency and effectiveness. |
|
|
Efficiency |
Doing things right |
|
|
Effectiveness |
Doing the right things. |
|
|
Efficiency |
Is the ability to get things done correctly. |
|
|
Effectiveness |
Ability to choose appropriate objectives. |
|
|
Leading |
The most difficult task |
|
|
Scientific management |
The application of systematic or scientific approach to the stud of organizations. |
|
|
Bureaucratic Management |
The process of examining the organizational aspects of companies and their work flow to explain how institutions functions and how to improve their structural process |
|
|
Behavioral science |
Which focuses on the performance and interaction of people within the organizations. |
|
|
System analysis |
Continuous process of interacting itself and environment. |
|
|
Leadership |
Is a pattern I behaviours used to engage others to complete tasks in timely and productive manner. |
|
|
Supportive leader Directive leader Delegating leader Coaching leader |
4 kay leadership styles |
|
|
Supportive leader |
Provides physical and personal resources so that an individual can accomplish his or her duties. |
|
|
Directive leader |
Present rules, orders on the defined instructions to the individual. |
|
|
Delegating leader |
Provides low support and direction |
|
|
Coaching leader |
Provides high support and direction |
|
|
MBO program |
A program for managing and organizing by setting and monitoring performance objective. |
|
|
Flat Pyramind/tall/heirarchal Bureucratic Shared governance |
Types of organizational structure |
|
|
Flat |
Participative, decentralized |
|
|
Pyramind |
Centralized, full control |
|
|
Bureaucratic |
Rule centered, line |
|
|
Shared governance |
Flat and pyramid |
|
|
Formal and informal |
Forms of organization |
|
|
Formal |
With line of authority |
|
|
Informal |
Allegiance of people with common interests. |
