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MGMT ch 1-4
| 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 tasks, and who will work for whom in the company. It’s determining how things will get done. |
| Leading | inspiring and motivating workers to work hard to achieve organizational goals. |
| controlling | monitoring progress toward goals and taking corrective action when necessary if progress isn’t made |
| Top managers | CEO, CFO, COO; responsible for overall direction of the organization. responsible for context for change |
| Middle managers | plant manager, regional manager, divisional manager; set objectives consistent with top management goals. Plan and implement strategies for achieving them. They figure out “how” to do the “what” |
| First line managers | shift supervisor, department manager. Manage performance of entry-level employees that produce goods and services. Monitor, teach, short term planning. |
| Team leaders | TL, Team contact, Group Facilitator. developed as there is no official supervisor and team is self managing. |
| Interpersonal | Getting to know the people around them, figurehead, leader, liaison, majority face to face |
| Informational | Obtaining and sharing information; monitor, disseminator, spokesperson |
| Decisional | getting and sharing information helps them make good decisions. Entrepreneur role, disturbance handler, resource allocator, negotiator |
| Figurehead role | greeting company visitors, speaking at the opening of a new facility or representing the company at events |
| Leader | motivating to make work more efficient |
| Liason | deal with others outside their units. |
| Monitor | scan the environment for info |
| spokesperson | share information with people outside the department or company. |
| Entrepreneur role | being able to adapt to change |
| Disturbance handler | Deal with problems that demand immediate attention and action. |
| Resource allocator | who will get what resources and how much. Have to make up for losses, cut jobs, and ensure there is enough money. |
| Negotiator | schedule, projects, goals, outcomes, resources, employee raises |
| technical skills | specialized procedures, techniques and knowledge required to get the job done. |
| Human skills | Ability to work well with others. |
| Conceptual skills | ability to see organization as a whole |
| Motivation to manage | how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others and tell others what to do, reward or punish behavior, perform visible actions, handle and organize administrative tasks. |
| 4 skills needed in managers | technical, human, conceptual skills, and motivation to manage |
| mistakes managers make | bullying, cold/aloof/arrogant, betrays trust, overly ambitious, overmanaging, unable to delegate, unable to staff effectively, not strategic thinking, can't adapt to another managing style |
| how many flaws does it take to be fatal as a manager? | two or more |
| Name the 4 management functions | Planning, organizing, leading, and controlling |
| When did a rise in management occur and why? | Industrial revolution due to specialization of tasks and large organizations needed organized |
| What are the 8 approaches? | Scientific, bureaucratic, administrative, human relations, operations, information, systems, contingency |
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