Management (Ch. 1 -- Intro To Mgmt & Org)

Front 1

Manager

Back 1

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

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First-line managers

Back 2

Managers at the lowest level of the organization who manage the work of non-managerial employees who are directly or indirectly involved with the production or creation of the organization's or products.

Front 3

Middle managers

Back 3

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

Front 4

Top managers

Back 4

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

Front 5

Management

Back 5

Coordination work activities so that they are completed efficiently and effectively with and through other ppl.

Front 6

Efficiency

Back 6

Getting the most output from the least amount of inputs; referred to as "doing things right."

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Effectiveness

Back 7

Completing activities so that organizational goals are achieved; referred to as "doing the right things."

Front 8

Management functions

Back 8

Planning, organizing, leading, controlling.

Front 9

Planning

Back 9

A mgmt function that involves defining goals, establishing a strategy for achieving those goals, and developing plans to integrate and coordinate activities.

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Organizing

Back 10

A mgmt function that involves 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 to be made.

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Leading

Back 11

A mgmt function that involves motivating subordinates, directing the work of individuals or teams, selecting the most effective communication channels, and resolving employee conflicts.

Front 12

Controlling

Back 12

A mgmt function that involves monitoring actual performance, comparing actual to standard, and taking corrective action when necessary.

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Mgmt roles

Back 13

Specific categories of managerial behaviour.

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Interpersonal roles

Back 14

Mgmt roles that involve working with people or performing duties that are ceremonial and symbolic in nature.

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Information roles

Back 15

Mgmt roles that involve receiving, collecting, and disseminating information.

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Decisional roles

Back 16

Mgmt roles that revolve around making choices.

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Technical skills

Back 17

Knowledge of and expertise in a specialized field.

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Human skills

Back 18

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

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Conceptual skills

Back 19

The mental ability to analyze and generate ideas about abstract and complex situations.

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Organization

Back 20

A deliberate arrangement of ppl who act together to accomplish some specific purpose.

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Private Sector

Back 21

The part of the economy that is run by organizations which are free from direct government control.

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Publicly held organization

Back 22

A company whose share are available on the stock exchange for public trading by brokers/dealers.

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Privately held organization

Back 23

A company whose shares are not available on the stock exchange but are privately held.

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Nonprofit sector

Back 24

The part of the economy that is run by organizations which operate for purposes other than making a profit (that is, providing charity or services).

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Public sector

Back 25

The part of the economy that is directly controlled by government.

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Civil servant

Back 26

A person who works in a local, provincial, or federal government department.

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Crown corporation

Back 27

A commercial company owned by the government but independently managed.

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Ethics

Back 28

The study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong.

Front 29

Corporate social responsibility

Back 29

A business's obligation, beyond that required by law and economics, to pursue long-term goals that are good for society.

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Classical view

Back 30

The view that mgmt's only social responsibility is to maximize profits.

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Socio-economic view

Back 31

The view that mgr's social responsibility goes beyond making profits to include protecting and improving society's welfare.

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Obstructionist approach

Back 32

The avoidance of corporate social responsibility; mgrs engage in unethical and illegal behaviour that they try to hide from organizational stakeholders and society.

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Defensive approach

Back 33

Mgrs rely only on legally established rules to take the minimal position toward corporate social responsibility.

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Accommodative approach

Back 34

Mgrs make choices that try to balance the interests of shareholders with those of other stakeholders.

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Proactive approach

Back 35

Mgrs go out of their way to actively promote the interests of stockholders and stakeholders, using organizational resources to do so.

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Workforce diversity

Back 36

the mix of ppl in organizations in terms of gender, race, ethnicity, disability, sexual orientation, and age, and demographic characteristics such as education and socio-economic status.

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Universality of management

Back 37

The raelity that mgmt is needed in all types and sizes of organizations, at all organizational levels, in all organizational work areas, and in organizations in all countries around the globe.