Management Chapter 1

Front 1

organization

Back 1

a group of people working together in a structured and coordinated fashion to acheive a set of goals

Front 2

management

Back 2

a set of activities (including planning & decision making, organizing, leading, and controlling) directed at using a n organizations resources (human, financial, physical, and information) to achieve organizational goals in an efficient and effective manner

Front 3

efficient

Back 3

using resources wisely and in a cost effective way

Front 4

top managers

Back 4

the relatively small group of senior executives who manage the overall organization

Front 5

middle managers

Back 5

the relatively large set of managers responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower level managers

Front 6

first-line managers

Back 6

managers who supervise and coordinate the activities of operating employees

Front 7

planning

Back 7

setting an organizations goals and deciding how best to achieve them

Front 8

decision making

Back 8

selecting a course of action from a set of alternatives

Front 9

organizing

Back 9

determining how organizational activities and resources are to be grouped

Front 10

leading

Back 10

the set of processes used to get members of the organization to work together to further the interests of the organization

Front 11

controlling

Back 11

monitoring organizational progress toward goal attainment

Front 12

technical skills

Back 12

the skills necessary to accomplish or understand the specific kind of work being done in an organization

Front 13

interpersonal skills

Back 13

the ability to communicate with, understand, and motivate both individuals and groups

Front 14

conceptual skills

Back 14

the managers ability to think in the abstract

Front 15

diagnostic skills

Back 15

the managers ability to visualize the most appropriate response to a situation

Front 16

communication skills

Back 16

the managers ability both to convey ideas and information to others effectively and to receive ideas and information effectively from others

Front 17

decision making skills

Back 17

the managers ability to recognize and correctly define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunities

Front 18

time management skills

Back 18

the manager's ability to prioritize work, to work efficiently and to delegate appropriately

Front 19

theory

Back 19

a conceptual framework for organizing knowledge and providing a blueprint for action

Front 20

CLASSICAL MANAGEMENT PERSPECTIVE

Back 20

an approach to business management that consists of two distinct branches 1)Scientific Management 2)Administrative Management

Front 21

scientific management

Back 21

the branch of the classical management perspective that is concerned with improving the performance of individual workers

Front 22

soldiering

Back 22

employees deliberately working at a slow pace

Front 23

administrative management

Back 23

the branch of the classical management perspective that focuses on managing the total organization

Front 24

behavioral management perspective

Back 24

an approach to business management that emphasizes individual attitudes and behaviors and group processes

Front 25

human relations management

Back 25

a school of thought that argued that workers respond primarily to the social context of the workplace

Front 26

Theory X

Back 26

a pessimistic and negative view of workers that is inconsistent with the views of scientific management

Front 27

Theory Y

Back 27

a positive view of workers that reflects the assumptions that human relations advocates make

Front 28

organizational behavior

Back 28

contemporary field focusing on behavioral perspectives on management

Front 29

QUANTITATIVE MANAGEMENT PERSPECTIVE

Back 29

an approach that applies quantitative techniques to business management... 1) management science, 2)Operations Management

Front 30

management science

Back 30

the branch of the quantitative approach to management that focuses specifically on the development of mathematical models

Front 31

operations management

Back 31

the branch of the quantitative approach to management that is concerned with helping the organization more efficiently produce its products or services

Front 32

system

Back 32

an interrelated set of elements functioning as a whole

Front 33

open system

Back 33

a system that interacts with its environment

Front 34

Closed System

Back 34

A system that does NOT interact with its environment

Front 35

subsystem

Back 35

A system within another system

Front 36

synergy

Back 36

two or more subsystems working together to produce more than the total of what they might produce working alone

Front 37

entropy

Back 37

A normal process leading to system decline

Front 38

Universal perspective

Back 38

the point of view that there is "one best way" to do something

Front 39

Contingency perspective

Back 39

the point of view that appropriate managerial behavior in a given situation depends on or is contingent on a wide variety of elements

Front 40

Who conducted the Hawthorne studies and what the dump was it?

Back 40

Elton Mayo and associates at western electric... did the workplace lighting productivity test. Also did the piecework incentive plan to establish informal levels of acceptable individual output. (ie: produce x number of products.. monitor status etc.)

Front 41

what did human relations movement do?

Back 41

proposed that workers respond primarily to the social context of work. Assumed that managers should care about the workers and that would lead to more productivity.

Front 42

Who proposed theory X and theory Y?

Back 42

Douglas McGregor