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Management Chapter 1
Terms from Supervisory Management Chapter 1
| Term | Definition |
|---|---|
| Organization | A group of people working together in a structured situation for a common objective |
| Operations | Producing an organizations's product or service |
| Marketing | Selling and distributing an organization's product or servicee |
| Financing | Providing or using funds to distribute an organization's product or service |
| Management | Working with people to achieve objectives by effective decision making and coordinating available resources |
| Human resources | The people an organization requires for operations |
| Physical resources | Items an organization requires for operations |
| Financial resources | The money, capital, and credit an organization requires for operations |
| Authority | Given the right to act in a specified manner in order to reach organizational objectives; the right to tell others how to act to reach objectives |
| Responsibility | Occurs when key tasks associated with a particular job are specified. The obligation of an employee to accept a manager's delegated authority |
| Top management | Responsible for the entire or a major segment of the organization |
| Middle management | Responsible for a substantial part of the organization |
| Supervisory management | Controls operations of smaller organizational units |
| Managerial functions | Broad classification of activities that all managers perform |
| *Planning | Selecting future courses of action and deciding how to achieve the desired results |
| *Organizing | Deciding what activities are needed to reach goals and dividing human resources into work groups to achieve them |
| *Staffing | Recruiting, training, promoting, and rewarding people to do the organization's work |
| *Leading | Guiding, influencing, and motivating employees in the performance of their duties and responsibilities |
| *Controlling | Comparing actual performance with planned action and taking corrective action if needed |
| Roles | Parts played by managers in the performance of their functions |
| *Conceptual skills | Mental ability to become aware of and identify relationships among different pieces of information |
| *Human relations skills | Understanding other people and interacting effectively |
| *Administrative skills | Establishing and following procedures to process paperwork in an orderly manner |
| *Technical skills | Understanding and being able to supervise effectively specific processes required |
| Emotional intelligence | The capacity to recognize and accurately perceive one's own and others' emotions, to understand the significance of these emotions, and to influence one's actions based on this analysis |
| Relationships network | The major individuals and groups with whom the supervisor interacts |
| Union steward | A union member elected by other members to represent their interests in relations with management |
| Mentor | An experienced manager who acts as an advocate and teacher for a younger, less experienced manager |
| Diversity | Refers to the wide range of distinguishing employee characteristics, such as sex, age, race, ethnic origin, and other factors |
| Glass ceiling | Invisible barrier that limits women from advancing in an organization |
| Empowerment | Granting employees authority to make key decisions within their enlarged areas of responsibility |
| Team advisors | Share responsibility with team for cost, quality, and prompt delivery of products |
| *Reinventing | Organizations dramatically changing such elements as their size, organizational structure, and markets |
| *Reengineering | Rethinking and redesigning processes to improve dramatically cost, quality, service, and speed |
| *Downsizing | Eliminating unnecessary levels of management; striving to become leaner and more efficient by reducing the workforce and consolidating departments and work groups |
Created by:
JuliRae
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