Mgt Chapter 1

Front 1

Self-Management

Back 1

the capacity to act with a strong sense of self-awareness

Front 2

Managers

Back 2

persons who directly supervise, support, and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole

Front 3

First-line Manager

Back 3

someone who is formally in charge of a small work group composed of nonmanagerial workers (aka department head, team leader, unit manager)

Front 4

Middle Managers

Back 4

persons in charge of relatively large departments or divisions consisting of several smaller work units or teams (aka dean in university, division manager)

Front 5

Top Managers

Back 5

part of a senior management team that is responsible for the performance of an organization as a whole or for one of its larger parts (CEO, CFO, VP, etc)

Front 6

Board of Directors

Back 6

members are elected by stockholders to represent their ownership interests

Front 7

Board of Trustees

Back 7

"board of directors" for nonprofit organizations

Front 8

Accountability

Back 8

the requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility

Front 9

Effective Manager

Back 9

someone who successfully helps others achieve both high performance and satisfaction in their work

Front 10

Quality of Work Life (QWL)

Back 10

the overall quality of human experiences in the workplace

Front 11

Upside-down Pyramid

Back 11

non-managerial workers at the top, operating workers, team leaders and managers, then top managers at the bottom

Front 12

Four Functions in the Management Process

Back 12

planning, organizing, leading, and controlling

Front 13

Planning

Back 13

the process of setting performance objectives and determining what actions should be taken to accomplish them

Front 14

Organizing

Back 14

the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups

Front 15

Leading

Back 15

the process of arousing people's enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives

Front 16

3 roles all good managers enact successfully

Back 16

interpersonal roles
informational roles
decisional roles

Front 17

Interpersonal Roles

Back 17

how a manager interacts with other people

Front 18

Informational Roles

Back 18

how a manager exchanges and processes information

Front 19

Decisional Roles

Back 19

how a manager uses information in decision making

Front 20

Agenda Setting

Back 20

managers develop action priorities

Front 21

Networking

Back 21

managers build and maintain positive relationships with other people, ideally those whose help might be useful someday

Front 22

Social Capital

Back 22

the capacity to attract support and help from others in order to get things done

Front 23

Technical Skill

Back 23

the ability to use a special proficiency or expertise to perform particular tasks

Front 24

Human Skill

Back 24

the ability to work well with others

Front 25

Emotional Intelligence

Back 25

the ability to manage ourselves and our relationships effectively

Front 26

5 foundations that emotional intelligence is built on

Back 26

1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social Skills

Front 27

Self-awareness

Back 27

understanding moods and emotions

Front 28

Self-regulation

Back 28

thinking before acting; controlling disruptive impulses

Front 29

Motivation

Back 29

working hard and persevering

Front 30

Empathy

Back 30

understanding the emotions of others

Front 31

Social Skills

Back 31

gaining rapport and building good relationships

Front 32

Conceptual Skill

Back 32

the ability to think critically and analytically

Front 33

Lifelong Learning

Back 33

the process of continuously learning from our daily experiences and opportunities

Front 34

6 Must Have Managerial Skills

Back 34

1. Teamwork
2. Self-management
3. Leadership
4. Critical Thinking
5. Professionalism
6. Communication

Front 35

Globalization

Back 35

the worldwide interdependence of resource flows, product markets, and business competition

Front 36

Global Sourcing

Back 36

hiring workers and contracting for supplies and services in other countries

Front 37

Job Migration

Back 37

the shifting of jobs from once country to another

Front 38

Ethics

Back 38

a code of moral principles that sets standards of conduct for what is good and right as opposed to bad or wrong

Front 39

Workforce Diversity

Back 39

the composition of a workforce in terms of differences among people on gender, age, race, ethnicity, religion, sexual orientation, and physical ability

Front 40

Prejudice

Back 40

the holding of negative, irrational attitudes regarding people who are different from us

Front 41

Discrimination

Back 41

when people treat minority members unfairly and deny them full membership benefits

Front 42

Free-agent Economy

Back 42

changing jobs often and working on flexible contracts with a shifting mix of employers over time

Front 43

Shamrock Organization

Back 43

by Charles Handy.
Independent contractors, full-time core workers, part-time temporaries

Front 44

Intellectual Capital

Back 44

what you can offer in terms of brainpower, skills, and capabilities

Front 45

Knowledge Workers

Back 45

persons whose minds, not just physical capabilities, are critical assets

Front 46

Self-management

Back 46

realistically assessing yourself and actively measuring your personal development