Chapter 1 Definitions From Management Challenges For Tomorrow's Leaders

Front 1

Management

Back 1

The process of administering and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

Front 2

Effectiveness

Back 2

The degree to which goals are achieved; doing the right things

Front 3

Efficiency

Back 3

Using the fewest inputs to generate a given output; doing things right

Front 4

Organization

Back 4

A group of individuals who work together toward common goals.

Front 5

Manager

Back 5

An organizational member who is responsible for planning, organizing, leading, and controlling the acitivities of the organization so that is goals are achieved.

Front 6

Planning

Back 6

Setting goals and defining the actions necessary to achieve those goals.

Front 7

Organizing

Back 7

THe process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated

Front 8

Leading

Back 8

Motivating and directing the members if the organization so that they contribute to the achievement of the goals of the organization.

Front 9

Controlling

Back 9

Monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary.

Front 10

Role

Back 10

The behavior that is expected in a particular situation.

Front 11

Interpersonal role

Back 11

The role of a manager that involves relationshiops with organizational members and other consultants.

Front 12

Informational role

Back 12

THe manager's responsibility for gathering and disseminating information to the stakeholders of the organization.

Front 13

Decisional role

Back 13

The role in which a manager processes information and reaches conclusions.

Front 14

Functional manager

Back 14

A manager who is responsible for managing a work until that is grouped based on the function served.

Front 15

General manager

Back 15

A manager who is responsible for managing several different departments that are responsible for different tasks.

Front 16

First-line Manager

Back 16

The manager who supervises the operational employees.

Front 17

Technical Skill

Back 17

The ability to utilize tools, techniques, and procedures that are specific to a particular situation.

Front 18

Human Skill

Back 18

The ability to work effectively with others.

Front 19

Conceptual skill

Back 19

The ability to analyze complex situations.

Front 20

Middle Manager

Back 20

A manager who supervises the first line managers or staff departments.

Front 21

Top Level Manager

Back 21

The manager who provides the strategic direction for the organization.

Front 22

Globalization

Back 22

Various companies moving to multiple countries and doing business in multiple countries.

Front 23

Diversity

Back 23

The heterogeneity of the workforce, mostly in terms of gender and race.

Front 24

Intellectual Capital

Back 24

The total of an organization's knowledge, experience, relationships, processes, discoveries, innovations, market presence, and community influence.

Front 25

Structural Capital

Back 25

The accumulated knowledge of the organization represented by its patents, trademarks and copyrights, proprietary databases, and systems.

Front 26

Customer Capital

Back 26

The value of the established relationships with customers and suppliers.

Front 27

Human Capital

Back 27

The cumulative skills and knowledge of the organization.

Front 28

Ethical Behavior

Back 28

Behavior that is considered by most to be acceptable

Front 29

External Environment

Back 29

The setting in which an organization operate; the markets and industry

Front 30

Competencies

Back 30

The things that an organization cna do well; the skills and abilities.

Front 31

Universal

Back 31

Somethig that applies in all situations. The basic management principles apply in all situations.