Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Man 220 Chapter 1
| Question | Answer |
|---|---|
| Planning | setting performance objectives and deciding how to achieve them |
| Organizing | arranging tasks, people, resources to accomplish the work |
| Leading | inspiring people to work hard to achieve high performance |
| Controlling | measuring performance and taking action to ensure desired results |
| efficiently | doing things right |
| effectively | doing the right thing |
| HR | the people that work there |
| manger to achieve goals | take all the inputs and then make a plan to achieve a goal |
| effective not effiecient | goals achieved, resources wasted |
| not effective but effiecient | goals not achieved, resources not wasted |
| neither effective nor efficient | goals not achieved, resources wasted |
| levels of managers | top management, middle management, first line managers |
| first line manager | directly over see employees that interact with customers. THE MOST IMPORTANT to keep employees.- department heads of KSU. Leading is the largest category |
| middle managment | regional managers - deans of kstate. cast future for their department |
| Top managment | CEO/owners- cast vision for the future. Majority of time planning and organizing |
| interpersonal rolees | how a manager interacts with other people- figurehead, leader, liaison |
| informational roles | how a manager exchanges and process information - monitor, disseminator, spokesperson, |
| decisional roles | how a manager uses information in decision making to - entrepreneur, disturbance handler, resource allocator, negotiator |
| manageril skills | technical, interpersonal, conceptual |
| Technical | apply expertise and perform a special task with proficiency. lower-level managers |
| human | ability to work well n cooperation with other people and emotional intelligence |
| conceptual skills | ability to thing analytically and achieve integrative problem solving - top-level managers |
| Emotional intelligence | ability to manage ourselves and our relationships effectively |
| Talent | Intellectual capital competence commitment knowledge worker |
| intellectual capital | collective brain power or shared knowledge of workforce |
| competency | personal talents or job related capabilities |
| commitment | how hard you work to apply your talents and capabilities s to important tasks |
| knowledge worker | mind is a critical asset to employers |
| Globalization | worldwide, interdependence of resources flows of product markets and business competition |
| job migration | firms shift jobs from home country to foreign country- cheaper cost |
| reshoring | firm shift jobs from foreign location to home country-tax incentives and customer service |
| Ethics | set moral standard of what is good and right |
| corporate governance | active oversight of management decisions and performance by company's board of directors - system of checks and balances |
| workforce diversity | workers differences gender, race, age, ethnicity, religion, sexual orientation, able-bodieness |
| prejudice | display of negative irraationaly attitudes toward members of diverse populations |
| discrimination | actively denies minority memebers of full benefits of organizational memebership |
| glass ceiling effect | invisible barrier limiting carrier advancement of women and minorities |
| shamrock organization | supported by others who work on contracts and part time: full-time, part-time,contract- build out company, cheaper costs until you can bring people on full-time |
| free-agent economy | go work where you best see fit. people change jobs more often and many work on independent contracts with many managers, shifting frequently so manager needs to learn how to maintain employees |
| self-management | understand oneself, exercise initiatives, accept responsibility, learn from experience |
| social networking | networking on social media - linkedIn |
| changing nature of oragnization | collection of people working together to achieve a common purpose- employees are valued, demise of command and control-more people can express their thoughts and feelings, emphasis on team work, preeminence of technology, importance of networking, new workorce expectations, concern for sustainability-consumers dont want a product that hurts someone or something |
| managerial performance | |
| accountability | requirement to show performance results to a suprevisor |
| effective manager | helps other achieve high-performance and satisfaction at work |
| quality of work life | overall quality of human experiences in the workplace |
| lifelong learning | continuous learning from daily experiences |
Created by:
agk236