Management Chapter 1

Front 1

someone who coordinates and oversees the work of other people in order to accomplish organizational goals

Back 1

MANAGER

Front 2

the lowest level of management who manage the work of nonmanagerial employees and typically are directly or indirectly involved with producing the organization's products or servicing the organization's customers

Back 2

FIRST-LINE MANAGERS

Front 3

managers between the lowest level and top levels of the organization who manage the work of first-line managers

Back 3

MIDDLE MANAGERS

Front 4

managers at or near the upper levels of the organization structure who are responsible for making organizationwide decisions and establishing the goals and plans that affect the entire organization

Back 4

TOP MANAGERS

Front 5

coordination and oversight of the work activities of others so that their activities are completed efficiently and effectively

Back 5

MANAGEMENT

Front 6

doing things right, or getting the most output from the least amount of inputs

Back 6

EFFICIENCY

Front 7

doing the right things, or completing activities so that organizational goals are attained

Back 7

EFFECTIVENESS

Front 8

a management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities

Back 8

PLANNING

Front 9

a management function that involves arranging and structuring work to accomplish organizational goals

Back 9

ORGANIZING

Front 10

a management function that involves working with and through people to accomplish organizational goals

Back 10

LEADING

Front 11

a management function that involves monitoring, comparing, and correcting work performance

Back 11

CONTROLLING

Front 12

planning, organizing, leading, controlling

Back 12

MANAGEMENT FUNCTIONS

Front 13

specific categories of managerial behavior

Back 13

MANAGEMENT ROLES

Front 14

managerial roles that involve people and other duties that are ceremonial and symbolic in nature (Ex: Figurehead, Leader, Liaison)

Back 14

INTERPERSONAL ROLES

Front 15

managerial roles that involve collecting, receiving, and disseminating, information (Ex: Monitor, Disseminator, Spokesperson)

Back 15

INFORMATIONAL ROLES

Front 16

managerial roles that revolve around making choices (Ex: Entrepreneur, Disturbance handler, Resource allocator, Negotiator)

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DECISIONAL ROLES

Front 17

job-specific knowledge and techniques needed to proficiently perform work tasks

Back 17

TECHNICAL SKILLS

Front 18

the ability to work well with other people individually and in a group

Back 18

HUMAN SKILLS

Front 19

the ability to think and to conceptualize about abstract and complex situations

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CONCEPTUAL SKILLS

Front 20

most important skills needed for lower-level managers

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TECHNICAL SKILLS

Front 21

most important skills needed for all levels of management

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HUMAN SKILLS

Front 22

most important skills needed for top managers

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CONCEPTUAL SKILLS

Front 23

shifting organiational boundaries, virtual workplace, more mobile workforce, flexible work arrangements, empowered employees, work life-personal life balance

Back 23

CHANGING TECHNOLOGY

Front 24

risk management, uncertainty over futureenergy sources/ prices, restructured workplace, discrimination concerns, employee assistance

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CHANGING SECURITY THREATS

Front 25

redefined values, rebuilding trust, increased accountability

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INCREASED EMPHASIS ON ORGANIZATIONAL AND MANGERIAL ETHICS

Front 26

customer service, innovation, globalization, efficiency/ productivity

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INCREASED COMPETITIVENESS

Front 27

a deliberate arrangement of people to accomplish some specific purpose

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ORGANIZATION

Front 28

the reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located

Back 28

UNIVERSALITY OF MANAGEMENT