Management Chapter 1

Front 1

Organization

Back 1

A group of people who work together to achieve some specific purpose

Front 2

Management

Back 2

1) The pursuit of organizational goals efficiently and effectively by 2)integrating the work of people through 3) planning, organizing, leading, and controlling the organization's resources.

Front 3

Efficiency

Back 3

Th means of attaining the organizations goals. To be efficient means to use resources-people, money, raw materials, and the like-wisely and cost effectively.

Front 4

Effectiveness

Back 4

Effectiveness is the organizations ends, the goals. To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organizations goals.

Front 5

Multiplier effect

Back 5

Managers have this effect --> Means that the influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone

Front 6

Competitive advantage

Back 6

The ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them

Front 7

To stay ahead with competitive advantage what four areas does an organization need to stay ahead then?

Back 7

1) being responsive to customers
2)innovation
3) quality
4) efficiency

Front 8

Innovation

Back 8

Finding ways to deliver new or better goods or services.

Front 9

Challenges managers face

Back 9

1) Managing for Competitive Advantage-Staying ahead of Rivals
2)Managing for Diversity
3) Managing for Globalization
4) Managing for Information Technology
5)Managing for ethical Standards
6) Managing for your own happiness and life goals

Front 10

e-commerce

Back 10

electronic commerce-the buying and selling of goods or services over computer networks

Front 11

e-business

Back 11

using the internet to facilitate every aspect of running a business

Front 12

project management software

Back 12

programs for planning and scheduling the people, costs, and resources to complete a project on time.

Front 13

databases

Back 13

computerized collections of interrelated files

Front 14

Collaborative computing

Back 14

using state of the art computer software and hardware will help people work better together

Front 15

knowledge management

Back 15

implementing of systems and practices to increase the sharing of knowledge and information throughout an organization.

Front 16

Management Process also called the four management functions

Back 16

1. Planning
2. Organizing
3. leading
4. Controlling

Front 17

Planning

Back 17

Setting goals and deciding how to achieve them

Front 18

Organizing

Back 18

arranging tasks, people and other resources to accomplish the work

Front 19

Leading

Back 19

motivating, directing and otherwise influencing people to work hard to achieve the organizations goals.

Front 20

Controlling

Back 20

monitoring performance, comparing it with goals, and taking corrective action as needed

Front 21

Three levels of management

Back 21

1. Top
2. Middle
3. First-line

Front 22

Top Managers

Back 22

make long term decisions about the overall direction of the organization and establish the objectives policies and strategies for it. EX: CEO

Front 23

Middle Managers

Back 23

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below them Ex: plant manager

Front 24

First Line Managers

Back 24

Make short-term operating decisions, directing the daily tasks of non managerial personnel (do not oversee the work of others)
ex: Supervisor

Front 25

Within the names of the departments the organization is run by what two types of managers?

Back 25

1. Functional
2. General

Front 26

Functional Manager

Back 26

responsible for just one organizational activity
Ex: VP of production

Front 27

General Manager

Back 27

responsible for several organizational activities
EX. executive VP

Front 28

What are the three types of organizations

Back 28

1. non profit
2. for profit
3. mutual benefit (ex: labor unions)

Front 29

Commonweal organization

Back 29

unlike nonprofit service organizations which offer services to some clients, commonweal organizations offer services to all clients within their jurisdictions

Front 30

Henry Mintzberg

Back 30

In the late 1960s followed 5 chief executives around for a week and recorded their working lives.
His findings were
1. A manager relies more on verbal communication than on written
2. A manager works long hours at an intense pace
3. A managers work is characterized by fragmentation, brevity and variety

Front 31

What are the three types of managerial Roles?

Back 31

1. Interpersonal
2. Informational
3. Decisional

Front 32

Interpersonal roles

Back 32

managers interact with people inside and outside their work units
ex. Figurehead, leader, and Liaison

Front 33

Informational Roles

Back 33

Mintzberg believed it was the most important. They act as monitors, disseminators, and spokesperson, managers receive and communicate information with other people

Front 34

Decisonal Roles

Back 34

Ex. Entrepreneaur, Resource allocation and Negotiator. In this role managers use info to make decision to solve problems or take advantage of opportunites

Front 35

The four decisional making roles are what

Back 35

1. Entrepreneur
2. Distrubance handler
3. Resource allocator
3. Negotiator

Front 36

Small Business create what percentage of new jobs

Back 36

75% and represent 99.7% of all employers.

Front 37

Entrepreneurship

Back 37

The process of taking risks to try to create a new enterprise

Front 38

What are the two types of entrepreneurships

Back 38

1. Entrepreneur is somenes who sees a new opportunity for a product or service and launches a business to try to realize it.
2. Intrepreneur is someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organizations resource to try to realize it ex. researcher, manager or scientist

Front 39

What is the difference between being a manager and entrepreneur

Back 39

Being an entrepreneru is what it takes to start a business, and being a manager is what it takes to grow or maintain a business

Front 40

Characteristics of entrepren. and mangers

Back 40

1. High need for achievement
2. belief in personal control of destiny. ...Internal locus of control the believe that you control your own destiny
3. High energy level and action orientation
4. High tolerance for ambiguity
5. More for entrp. but self confidence and tolerance for risk

Front 41

Three levels of management

Back 41

1. Top
2. Middle
3. First-line

Front 42

Top Managers

Back 42

make long term decisions about the overall direction of the organization and establish the objectives policies and strategies for it. EX: CEO

Front 43

Middle Managers

Back 43

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below them Ex: plant manager

Front 44

First Line Managers

Back 44

Make short-term operating decisions, directing the daily tasks of non managerial personnel (do not oversee the work of others)
ex: Supervisor

Front 45

Within the names of the departments the organization is run by what two types of managers?

Back 45

1. Functional
2. General

Front 46

Functional Manager

Back 46

responsible for just one organizational activity
Ex: VP of production

Front 47

General Manager

Back 47

responsible for several organizational activities
EX. executive VP

Front 48

What are the three types of organizations

Back 48

1. non profit
2. for profit
3. mutual benefit (ex: labor unions)

Front 49

Commonweal organization

Back 49

unlike nonprofit service organizations which offer services to some clients, commonweal organizations offer services to all clients within their jurisdictions

Front 50

Henry Mintzberg

Back 50

In the late 1960s followed 5 chief executives around for a week and recorded their working lives.
His findings were
1. A manager relies more on verbal communication than on written
2. A manager works long hours at an intense pace
3. A managers work is characterized by fragmentation, brevity and variety

Front 51

Opportunity entrepreneurs

Back 51

89% of entrepreneurs who do not create a business out of necessity but rather out of a burning desire

Front 52

Robert Katz

Back 52

Mid 1970's found that through education and experience managers acquire three principal skills
1. technical
2. Conceptual
3. Human

Front 53

Technical skils

Back 53

Consist of the job-specific knowledge needed to perform well in a specialized field.

Front 54

Conceptual skills

Back 54

Consist of the ability to think analytical to visualize an organization as a while and understand how the parts work together.

Front 55

Human skills

Back 55

One of the most difficult set of skills to mater. These consist of the ability to work well in cooperation with other people to get things done. Often these are though of as "soft skills"
ex. inspire and motivate