Management Chapter 1

Front 1

Organizations

Back 1

collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.

Front 2

Management

Back 2

the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Front 3

Organizational Performance

Back 3

A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.

Front 4

Efficiency

Back 4

A measure of how well or how productively resources are used to achieve a goal.

Front 5

Effectiveness

Back 5

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.

Front 6

Planning

Back 6

Identifying and selecting appropriate goals; one of the four principle tasks of management.

Front 7

Strategy

Back 7

A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

Front 8

Organizing

Back 8

Structuring working relationships so organizational members work together to achieve organizational goals; one of the four principle tasks of management.

Front 9

Organizational Structure

Back 9

A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.

Front 10

Leading

Back 10

Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principle tasks of management.

Front 11

Controlling

Back 11

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principle tasks of management.

Front 12

Department

Back 12

A group of people who work together and posses similar skills or use the same knowledge, tools, or techniques to perform their jobs.

Front 13

First-line Manager

Back 13

A manager who is responsible for the daily supervision of non-managerial employees.

Front 14

Middle Manager

Back 14

A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.

Front 15

Top Manager

Back 15

A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.

Front 16

Top Management Team

Back 16

A group composed of the CEO, the COO, and the vice presidents of the most important departments of a company.

Front 17

Conceptual Skills

Back 17

The ability to analyze and diagnose a situation and to distinguish between cause and effect.

Front 18

Human Skills

Back 18

The ability to understand, alter, lead, and control the behavior of other individuals and groups.

Front 19

Technical Skills

Back 19

The job-specific knowledge and techniques required to perform an organizational role.

Front 20

Core Competency

Back 20

The specific set of departmental skills, knowledge and experience that allows one organization to outperform another.

Front 21

Restructuring

Back 21

Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees.

Front 22

Outsourcing

Back 22

Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.

Front 23

Empowerment

Back 23

The expansion of employees’ knowledge, tasks and decision-making responsibilities.

Front 24

Self-managed team

Back 24

A group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide.

Front 25

Global Organizations

Back 25

Organizations that operate and compete in more than one country.

Front 26

Competitive Advantage

Back 26

The ability of one organization to outperform other organizations because it produces desire goods or services more efficiently and effectively than they do.

Front 27

Innovation

Back 27

The process of creating new or improved goods and services or developing better ways to produce or provide them.

Front 28

Turnaround Management

Back 28

The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources and allow it to survive and prosper.