Management Principles Chapter 1

Front 1

Knowledge Management

Back 1

Practices aimed at discovering and

harnessing an organization's intellectual resources.

Front 2

Deliver Performance - Six Drivers

Back 2

Innovation

Quality

Service

Speed

Cost Competitiveness

Sustainability

Front 3

Innovation

Back 3

The introduction of new goods and services

Front 4

Quality

Back 4

The excellence of your product

(goods or services).

Front 5

Service

Back 5

The speed and dependability with

which an organization delivers what

customers want.

Front 6

Cost Competitiveness

Back 6

Keeping costs low to achieve profits and

be able to offer prices that are attractive

to consumers.

Front 7

Sustainability

Back 7

The effort to minimize the use of

resources, especially those that are

polluting and nonrenewable.

Front 8

Management

Back 8

The process of working with people

and resources to accomplish organizational goals.

Front 9

Functions of Management (4)

Back 9

Planning

Organizing

Leading

Controlling

Front 10

Planning

Back 10

The management function of

systematically making decisions

about the goals and activities that

an individual, a group, a work unit,

or the overall organization will pursue.

Front 11

Organizing

Back 11

The management function of assembling

and coordinating human, financial, physical,

informational, and other resources needed

to achieve goals.

Front 12

Leading

Back 12

The management function that involves

the manager's efforts to stimulate high

performance by employees.

Front 13

Value

Back 13

The monetary amount associated

with how well a job, task, good, or

service meets users' needs.

Front 14

Controlling

Back 14

The management function of monitoring

performance and making needed changes.

Front 15

Levels of Management (3)

Back 15

Top-Level

Middle-Level

Frontline

Front 16

Top-Level Managers

Back 16

Senior executives responsible for the

overall management and effectiveness

of the organization.

Front 17

Middle-Level Managers

Back 17

Managers located in the middle layers

of the organizational hierarchy, reporting

to top-level executives.

Front 18

Frontline Managers

Back 18

Lower-level managers who supervise

the operations activities of the organization.

Front 19

Management Skills

Back 19

Technical

Conceptual/Decision

Interpersonal/Communication

Front 20

Technical Skill

Back 20

The ability to perform a specialized

task involving a particular method

or process.

Front 21

Conceptual/Decision Skills

Back 21

Skills pertaining to the ability to

identify and resolve problems for

the benefit of the organization and

its members.

Front 22

Interpersonal/Communication Skills

Back 22

People skills; the ability to lead,

motivate, and communicate effectively

with others.

Front 23

Emotional Intelligence

Back 23

The skills of understanding yourself,

managing yourself, and dealing

effectively with others.

Front 24

Social Capital

Back 24

Goodwill stemming from your

social relationships.

Front 25

Administrative Management

Back 25

A classical management approach

that attempted to identify major

principles and functions that managers could use to achieve superior organizational performance.

Front 26

Bureaucracy

Back 26

A classical management approach

emphasizing a structured, formal network

of relationships among specialized

positions in the organization.

Front 27

Contingencies

Back 27

Factors that determine the

appropriateness of managerial

actions.

Front 28

Contingency Perspective

Back 28

An approach to the study of

management proposing that the

managerial strategies, structures,

and processes that result in high

performance depend on the

characteristics, or important

contingencies, of the situation

in which they are applied.

Front 29

Economies of scale

Back 29

Reductions in the average cost of

a unit or production as the total

volume produced increases

Front 30

Hawthorne Effect

Back 30

People's reactions to being observed

or studied resulting in superficial

rather than meaningful changes in

behavior.

Front 31

Human Relations

Back 31

A classical management approach

that attempted to understand and

explain how human psychological

and social processes interact with

the formal aspects of the work

situation to influence performance.

Front 32

Organizational Behavior

Back 32

A contemporary management approach

that studies and identifies management

activities that promote employee

effectiveness by examining the

complex and dynamic nature of

individual, group, and organizational

processes.

Front 33

Quantitative Management

Back 33

A contemporary management approach

that emphasizes the application of

quantitative analysis to managerial

decisions and problems.