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Bus 137 Key Terms
| Term | Definition |
|---|---|
| Management | Getting work done through others |
| Efficiency | Getting work done with a minimum of effort, expense, or waste |
| Effectiveness | Accomplishing tasks that help fulfill organizational objectives |
| 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 actions when needed |
| Top managers | Executives responsible for the overall direction of the organization |
| Middle managers | Responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives |
| First-line managers | Train and supervise the performance of non-mangerial employees who are directly responsible for producing the company's products or services |
| Team Leaders | Managers responsible for facilitating team actives toward goal accomplishment |
| 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 |
| Monitor role | The informational role 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 |
| Entrepreneur role | The decisional role managers play when they adapt themselves, their subordinates, and their units to change |
| Scientific management | Thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job |
| Soldiering | When workers deliberately slow their pace or restrict their work output |
| Rate buster | A group member whose work pace is significantly faster than the normal pace in his or her group |
| Motion study | Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive |
| Time study | Timing how long it takes good workers to complete each part of their jobs |
| Gantt chart | A graphical chart that shows which task must be completed at which times in order to complete a project or task |
| Bureaucracy | The exercise of control on the basis of knowledge, expertise, or experience |
| Domination | An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives |
| Comprimise | An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict |
| Integrative conflict resolution | An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both |
| Organization | A system of consciously coordinated actives or forces created by two or more people |
| System | A set of interrelated elements or parts that function as a whole |
| Subsystems | Smaller systems that operate within the context of a larger system |
| Synergy | When two or more subsystems working together can produce more than they can working apart |
| Closed systems | Systems that can sustain themselves without interacting with their environments |
| Open systems | Systems that can sustain themselves only by interacting with their environments, on which they depend for their survival |
| Coningency | Holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place |
| External environments | All events outside a company that have the potential to influence or affect it |
| Environmental change | The rate at which a company's general and specific environments change |
| Stable environment | An environment in which the rate of change is slow |
| Dynamic environment | An environment in which the rate of change in fast |
| Punctuated equilibrium theory | The theory that companies go through long periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolutionary periods), and then a new equilibrium |
| Environmental complexity | The number and the intensity of external factors in the environment that affect organizations |
| Simple environment | An environment with few environmental factors |
| Complex environment | An environment with many environmental factors |
| Resource scarcity | The abundance or shortage of critical organizational resources in an organizations's external environment |
| Uncertainty | Extent to which managers can understand or predict which envirnmental changes and trends with affect their business |
| General environment | The economic, technological, sociocultures, and political/legal trends that idirectly affect all organizations |
| Specific environment | The customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company |
Created by:
amethystMT9611
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