A systematic arrangement of people brought together to accomplish some specific purpose.

Individuals in an organization who direct the activities of others.

Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.

Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done.

supervisors responsible for directing the day-to-day activities of managerial employees.

the process of getting things done, effectively and efficiently, through and with other people.

doing the right things,or completing activities so that organizational goals are attained.

Scientific Management

The use of scientific methods to define the "one best way" for a job to be done.

Doing things right, or getting the most output from the least amount of inputs.

Includes defining goals, establishing strategy, and developing plans to coordinate activities.

Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts.

The process of monitoring performance, comparing it with goals, and correcting any significant deviations.

Specific categories of managerial behavior; often grouped under three primary headings: interpersonal relationships, transfer of information, and decision making.

involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature.

Involve correcting, receiving, and disseminating information.

entail making decisions or choices.

a manager's ability to analyze and diagnose complex situations

a manager's ability to work with, understand,mentor, and motivate others, both individually and in groups.

Job-Specific knowledge and techniques needed to perform work tasks.

a manager's ability to build a power base and establish the right connections.

An independent business having fewer than 500 employees and which doesn't necessarily engage in any new or innovative practices and which has relatively little impact on its industry.

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Organization

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nonmanagerial employees

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Ch. 1 Management

Vocab

Question	Answer
Organization	A systematic arrangement of people brought together to accomplish some specific purpose.
nonmanagerial employees	People who work directly on a job or task and have no responsibility for overseeing the work of others.
Managers	Individuals in an organization who direct the activities of others.
Top Managers	Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
Middle Managers	Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done.
First-Line Managers	supervisors responsible for directing the day-to-day activities of managerial employees.
Management	the process of getting things done, effectively and efficiently, through and with other people.
effectiveness	doing the right things,or completing activities so that organizational goals are attained.
Scientific Management	The use of scientific methods to define the "one best way" for a job to be done.
efficiency	Doing things right, or getting the most output from the least amount of inputs.
Planning	Includes defining goals, establishing strategy, and developing plans to coordinate activities.
Organizing	Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Leading	Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts.
Controlling	The process of monitoring performance, comparing it with goals, and correcting any significant deviations.
Managerial Roles	Specific categories of managerial behavior; often grouped under three primary headings: interpersonal relationships, transfer of information, and decision making.
interpersonal roles	involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature.
Informational Roles	Involve correcting, receiving, and disseminating information.
Decisional Roles	entail making decisions or choices.
Conceptual Skills	a manager's ability to analyze and diagnose complex situations
Interpersonal skills	a manager's ability to work with, understand,mentor, and motivate others, both individually and in groups.
Technical Skills	Job-Specific knowledge and techniques needed to perform work tasks.
Political Skills	a manager's ability to build a power base and establish the right connections.
Small Business	An independent business having fewer than 500 employees and which doesn't necessarily engage in any new or innovative practices and which has relatively little impact on its industry.

Created by: austinforest

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