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UVI MGT301 Ch1
terms- Mgmt 5- chuck williams
| Term | Definition |
|---|---|
| management | getting work done through others |
| efficiency | getting work done with a minimum of effort, expense, or waste |
| 4 functions of management | planning, organizing, leading, and controlling |
| planning | determining organizational goals and a means for achieving them |
| organizing | deciding where decisions will be made, who will do what jobs and tasks and who will work for whom |
| leading | inspiring and motivating workers to work hard to achieve organizational goals |
| controlling | monitoring progress toward goal achievement and taking corrective action when needed |
| top managers | executives responsible for the overall direction of the organization: change, commitment, culture, environment |
| middle managers | responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives: resources, objectives, coordination, subunit performance, strategy implementation |
| first line managers | train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services: nonmangerial worker supervision, teaching and training, scheduling, faciliation |
| team leaders | managers responsible for facilitating team activities toward goal accomplishment: facilitation, external relationships, internal relationships |
| Mintzberg's 3 major managerial roles | interpersonal, informational, decisional |
| 3 kinds of interpersonal roles | figurehead, leader, liaison |
| figurehead role | the interpersonal role managers play when they perform ceremonial duties |
| leader role | the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives |
| liaison role | the interpersonal role managers play when they deal with people outside their units |
| 3 kinds of informational roles | monitor, disseminator, spokesperson |
| monitor role | the informational roles managers play when they scan their environment for information |
| disseminator role | the informational role managers play when they share information with others in their departments or companies |
| spokesperson role | the informational role managers play when they share information with people outside their departments or companies |
| 4 kinds of decisional roles | entrepreneur, disturbance handler, resource allocator, negotiator |
| entrepreneur role | the decisional role managers play when they adapt themselves, their subordinates, and their units to change |
| disturbance handler role | the decisional role managers play when they respond severe problems that demand immediate action |
| resource allocator | the decisional role managers play when they decide who gets what resources and in what amounts |
| negotiator role | the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises |
| technical skills | are the specialized procedures, techniques, and knowledge required to get the job done |
| human skills | the ability to work well with others |
| conceptual skills | the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment |
| motivation to manage | an assessment of how enthusiastic employees are about managing the work of others |
| top mistake managers make | insensitive to others: abrasive, intimidating, bullying style |
Created by:
mahepath
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