Mgt Chapter 1

Front 1

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. There are two important ideas in this definition.

Back 1

MANAGEMENT

Front 2

The management function concerned with defining goals for future organizational performance and deciding on the tasks and resources needed to attain them. It defines where the organization wants to be in the future and how to get there.

Back 2

PLANNING

Front 3

The management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments. Organizing follows planning and reflects how the organization tries to accomplish the plan.

Back 3

ORGANIZING

Front 4

The management function that involves the use of influence to motivate employees to achieve the organization's goals. It involves motivating entire departments and divisions as well as those individuals working immediately with the manager.

Back 4

LEADING

Front 5

The management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed. Trends toward employment and trust of employees have led many companies to place less emphasis on top-down control and more emphasis on training employees to monitor and correct themselves.

Back 5

CONTROLLING

Front 6

A social entity that is goal directed and deliberatly structured.

Back 6

ORGANIZATION

Front 7

Organizational ___ is the degree to which the organization ACHIEVES A STATED GOAL, or succeeds in accomplishing what it tries to do.

Back 7

EFFECTIVENESS

Front 8

Organizational ___ refers to the amount of RESOURCES used to achieve an organizational goal. It is based on how much raw materials, $, and people are necessary for producing a given volume of output.

Back 8

EFFICIENCY

Front 9

The cognitive ability to see the organization as a whole and the relationships among its parts. It involves the manager's thinking, information processing, and planning abilities, and means the ability to think strategically--to take the broad, long-term view. (can see the big picture)

Back 9

CONCEPTUAL SKILLS

Front 10

The manager's ability to work with and through other people and to work effectively as a group member. It is demonstrated in the way a manager motivates, facilitates, coordinates, leads, communicates, and resolves conflicts. As globalization, workforce diversity, uncertainty, and societal turbulence increase, human skills become even more crucial.

Back 10

HUMAN SKILL

Front 11

The understanding of and proficiency in the performance of specific tasks. This includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance. Technical skills also includes specialized knowledge, analytical ability, and competent use of tools and techniques to solve problems in that specific discipline.

Back 11

TECHNICAL SKILL

Front 12

At the top of the organizational hierarchy and are responsible for the entire organization, with titles such as president, chairperson, executive director, CEO, and executive vice president.

Back 12

TOP MANAGERS

Front 13

Work at the middle levels of the organization and are responsible for business units and major departments, with titles such as department head, division head, manager of quality control, and director of the research lab.

Back 13

MIDDLE MANAGERS

Front 14

Responsible for temporary work projects that involve the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.

Back 14

PROJECT MANAGERS

Front 15

The first or second management level and are directly responsible for the production of goods and services, with titles such as supervisor, line manager, section chief, and office manager.

Back 15

FIRST-LINE MANAGERS

Front 16

Responsible for departments that perform a single functional task and have employees with similar training and skills.

Back 16

FUNCTIONAL MANAGERS

Front 17

Responsible for several departments that perform different functions.

Back 17

GENERAL MANAGERS

Front 18

A set of expectations for a manager’s behavior.

Back 18

ROLE

Front 19

Organization’s ability to attain its goals by using resources in an efficient & effective manner.

Back 19

PERFORMANCE