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Flashcards in Chapter 1 Deck (57):
1

organizations

collections of people who work together and coordinate their actions to achieve a wide variety of goals

2

mangagement

the planning, organizing, leading and controlling of human and other resources to achieve organizational goals effectively and efficiently.

3

managers

the people responsible for supervising the use of an organizations resources to meet its goals

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resources include

people, skills, know-how, machinery, raw materials, computers and IT, and financial capital

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organizational performance

a measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve organizational goals

6

efficiency

a measure of how well or productively resources are used to achieve a goal

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effectiveness

a measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves these goals

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low efficiency/high effectiveness

manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals

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low efficiency/low effictiveness

manager chooses wrong goals to pursue and makes poor use of resources

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high efficiency/high effectiveness

manager chooses the right goals to pursue and makes good use of resources to achieve these goals

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high efficiency/low effectiveness

manager chooses inappropriate goals, but makes good use of resources to pursue these goals

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low efficiency/high effectiveness result

a product that customers want, but that is too expensive for them to buy

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low efficiency/low effectiveness result

a low-quality product that customers do not want

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high efficiency/high effectiveness result

a product that customers want at a quality and price that they can afford

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high efficiency/low effectiveness result

a high-quality product that customers do not want

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the more effective and efficient use an organization can make of resources

the grater the relative well being of people

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four tasks of management

planning, leading, organizing, controlling

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planning

process of identifying and selecting appropriate goals and courses of action

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steps in the planning process

1. deciding on which goals to pursue
2. deciding what strategies to adopt to attain these goals
3. deciding how to allocate organizational resources

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strategy

cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals

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organizing

structuring working relationships in a way that allows organizational members to work together to achieve organizational goals

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organizational structure

a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

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leading

articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals

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controlling

evaluating how well an organization is achieving its goals and taking action to maintain or improve performance

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control process outcome

the ability to measure performance accurately and regulate efficiency and effectiveness

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department

a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs

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first line managers

responsible for the daily supervision of non-managerial employees

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middle managers

supervise first-line managers and are responsible for finding the best way to use resources to achieve organizational goals

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top managers

establish organizational goals, decide how departments should interact, and monitor the performance of middle managers

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who are managerial roles described by

Henry Mintzberg

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managerial roles

a role is a set of specific tasks a person performs because of the position they hold

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3 broad roles

interpersonal, informational, decisional

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interpersonal roles

roles that managers assume to provide direction and supervision to both employees and the organization as a while

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figurehead

symbolizing the organizations mission and what it is seeking to achieve

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leader

training, counseling, and mentoring high employee performance

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liaison

linking and coordinating the activities of people and group both inside and outside the organization

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informational roles

roles associated with the tasks needed to obtain and transmit information in the process of managing the organization

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monitor

analyzing information from both the internal and external environment

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disseminator

transmitting information to influence the attitudes and behavior of employees

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spokesperson

using information to positively influence the way people in and out of the organization respond to it

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decisional roles

roles associated with methods managers use in planning strategy and utilizing resources

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entrepreneur

deciding which new projects or programs to initiate and to invest resources in

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disturbance handler

managing an unexpected event or crisis

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resource allocator

assigning resources between functions and divisions, setting the budgets of lower managers

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negotiator

reaching agreements between other managers, unions, customers or shareholders

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three managerial skills

conceptual, human and technical

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conceptual skills

the ability to analyze and diagnose a situation and distinguish between cause and effect

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human skills

the ability to understand, alter, lead and control the behavior of other individuals and groups

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technical skills

the job-specific knowledge and techniques required to perform an organizational role

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core competency

specific set of skills, abilities and experiences that allows one organization to outperform its competitors

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restructuring

downsizing an organization by reducing the number of jobs of top, middle, first-line managers and non-managerial employees

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outsource

contracting with another company, locally or abroad, to have it perform an activity the organization previously performed itself

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how does outsourcing increase efficiency

because it lowers operating costs, freeing up money and resources that can be used in more effective ways

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empowerment

expansion of employees' knowledge, tasks, and decision-making responsibilities

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self-managed team

a group of employees who assume some responsibility for organizing, controlling, and leading their own activities and monitoring the quality of the goods and services they provide

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global organizations

organizations that operate and compete in more than one country

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competitive advantage

ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do