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FGCU Management
Principles of Management Exam #1 Krome
| Term | Definition |
|---|---|
| Management | the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources. |
| Planning | defining: means identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. |
| Organizing | assigning: involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization. |
| Leading | influencing: is the use of influence to motivate employees to achieve organizational goals. |
| Controlling | monitoring: means monitoring employee’s activities, determining whether the organization is on target toward its goals, and making corrections as necessary. |
| Conceptual skill | the cognitive ability to see the organization as a whole system and the relationships among its parts. |
| Human skill | the manager’s ability to work with and through other people and to work effectively as a group member. |
| Technical skill | the understanding of and proficiency in the performance of specific tasks. |
| Informational Roles | describe the activities used to maintain and develop and information network. |
| Interpersonal Roles | pertain to relationships with other and are related to human skills. |
| Decisional Roles | pertain to those events about which the manager must make a choice and take action. |
| Classical Perspective | The early study of management as we know it today. |
| Scientific Management | Late 1800’s- Frederick Winslow Taylor: emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity. |
| Bureaucratic Organizations | late 1800’s- Max Weber: a systematic approach developed in Europe that looked at the organization as a whole. |
| Administrative Principles | Henry Fayol: focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling. |
| Humanistic Perspective | emphasized the importance of understanding human behaviors, needs and attitudes in the workplace as well as social interactions and group processes. |
| Human Relations Movement | Hawthorne studies in Chicago: based on the idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control. |
| Human Resources Perspective | maintained an interest in worker participation and considerate leadership but shifted the emphasis to consider the daily tasks that people perform. |
| Abraham Maslow | created the "hierarchy of needs" pyramid. |
| Douglas McGregor | created Theory X and Theory Y styles of management. |
| Behavioral Science Approach | uses scientific methods and draws from sociology, psychology, anthropology, economics, and other disciplines to develop theories about human behavior and interaction in an organizational setting. |
| Quantitative Perspective | distinguished for its application of mathematics, statistics, and other quantitative techniques to management decision making and problem solving. |
| Operations Research | consists of mathematical model building and other applications of quantitative techniques to managerial problems. |
| Operations Management | refers to the field of management that specializes in the physical production of goods and services. |
| Information Technology | designed to provide relevant information to managers in a timely and cost-efficient manner. |
| Systems Thinking | the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements. |
| Synergy | means that the whole is greater than the sum of its parts, the organization must be managed as a coordinated whole. |
| Contingency View | tells managers what works in one organizational situation might not work in others. Managers can identify important contingencies that help guide their decisions regarding the organization. |
| Total Quality Management | developed in the 80’s and 90’s, focuses on managing the total organization to deliver better quality to customers, moved to the forefront in helping managers deal with global competition. |
| Kaizen | employee involvement, focus on the customer, benchmarking, continuous improvement |
| Customer Relationship Management | systems use the latest information technology to keep in close touch with customers and to collect and manage large amounts of customer data. |
| Outsourcing | contracting out selected functions or activities to other organizations that can do the work more cost efficiently. |
| Supply Chain Management | managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing goods to consumers |
| Level 1 | Highly Capable Individual, makes productive contributions through talent, knowledge, skills and good work habits |
| Level 2 | Contributing Team Member, Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting |
| Level 3 | Competent Manager, organizes people and resources toward the effective and efficient pursuit of predetermined objectives |
| Level 4 | Effective Leader, catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards |
| Level 5 | Executive, builds enduring greatness through a paradoxical blend of personal humility and professional will |
| Humility | means being unpretentious and modest rather than arrogant and prideful. |
| Servant Leader | transcends self-interest to serve others and the organization. |
| Authentic Leadership | refers to individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity. |
| Qualities of an Authentic Leader | - Lead with their hearts as well as their heads - Establish connected relationships - Demonstrate self-discipline |
| Interactive Leadership | means that the leader favors a consensual and collaborative process and influence derives from relationships rather than position power and formal authority. |
| Traits | the distinguishing personal characteristics of a leader. |
| Strengths | natural talents and abilities. |
| Consideration | falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings and establishes mutual trust. |
| Contingency Approaches | explore how the organizational situation influences leader effectiveness. |
| Situational Model | of leadership, which originated with Hersey and Blachard, is an interesting extension of the behavioral theories summarized in the leadership grid. |
| Styles within situational model | - Telling style - Selling style - Participating style - Delegating style |
| Charismatic Leader | has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. Followers are willing to put aside their own interests for the sake of the team, department, or organization. |
| Vision | an attractive ideal future that is credible yet not readily attainable. |
| Transformational Leaders | bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behavior. |
| Transactional Leaders | clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates. Has the ability to satisfy subordinates which improves productivity. |
| Effective Follower | a critical, independent thinker who actively participates in the organization. |
| Alienated Follower | a person who is an independent, critical thinker but is passive in the organization. |
| Conformist Follower | a follower who participates actively in the organization but does not use critical independent thinking or active participation. |
| Pragmatic Survivor | a follower who has qualities of all four styles, depending on which fits the prevalent situation. |
| Reward Power | stems from authority to bestow rewards on other people. |
| Coercive Power | refers to the authority to punish or recommend punishment. |
| Expert Power | resulting from a person’s special knowledge or skill regarding the tasks being performed. |
| Referent Power | comes from an individual’s personal characteristics that command others’ identification, respect, and admiration so they wish to emulate that individual. |
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jklevin3085
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