Flashcards in Chapter 1 & 2 Deck (67):
Getting work done through others is called?
Getting work done with a minimum of effort, expense or waste is called?
Accomplishing tasks that help fulfill organizational objectives such as customer service & satisfaction is called?
The four functions of Management?
Deciding WHERE decisions will be made, WHO will do what jobs and tasks, and who will work for whom.
Inspiring and motivating workers to work hard to achieve organizational goals.
Monitoring progress toward goal achievement and taking corrective action when needed.
Determining organizational goals and a means for achieving them.
Executives responsible for the overall direction of the organization.
Top Managers Responcibilities
3 Top Manager Jobs
4 Responsibilities of Top Managers
Responsible for setting objectives consistent with top manager's goals and for planning and implementing subunit strategies for achieving these objectives.
Middle Managers Responcibilities
4 Middle Manager Jobs
1. General Manager
5 Middle Manager Responcibilities
Train and Supervise the performance of non-managerial employees who are directly responsible for producing the companies products or services.
First-line Managers Responcibilities
3 First-line Manager Jobs
4 First-line Manager Responcibilities
1.Nonmanagerial worker supervision
2.Teaching and Training
Managers responsible for facilitating team activities toward goal accomplishment.
3 Team Leader Jobs
The interpersonal role managers play when they perform ceremonial duties.
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.
The interpersonal role managers play when they deal with people outside their unit.
The informational role managers play when they scan their environment for information.
The informational role managers play when they share information with others in their-departments or companies.
The informational role managers play when they share information with people outside their departments or companies.
The decisional role managers play when they adapt themselves, their subordinates, and their units to change.
The decisional role managers play when they respond to severe pressure and problems that demand immediate action.
Disturbance Handler Role
The decisional role managers play when they decide who gets what resources and in what amounts.
Resource Allocator Role
The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.
The specialized procedures, techniques, and knowledge required to get the job done.
The ability to work well with others.
The ability to see the organization as a whole, understand how the different parts effect each other, and recognize how the company fits into or is affected by its environment.
An assessment of how enthusiastic employees are about managing the work of others.
Motivation to Manage
Thoroughly studying and testing different work methods to identify the best, most effective way to complete a job.
When workers deliberately slow their pace or restrict their work output.
A group member whose work pace is significantly faster than the normal pace in his or her group.
Four Principals of Scientific Management
1. Develop a Science for each element of a man's work.
2.Scientifically Select & Train
3.Ensure the men are following the Science.
4.Equal division of work between Managers/Workers.
Father of Scientific Management
Fredrick W. Taylor (1865-1915)
Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive.
Timing how long it takes good workers to complete each part of their jobs.
A graphical chart that shows which tasks must be completed at which times in order to complete a project or task.
The exercise of control on the basis of knowledge, expertise, or experience.
An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other parties desires and objectives.
An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict.
An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets both needs.
Integrative Conflict Resolution
A system of consciously coordinating activities or forces created by two or more people.
Management that involves managing the daily production of goods and services.
3 Operational Managers Jobs
1. Use Mathematical Ways to Increase Productivity
Tools used by Operational Managers
4.Productivity Measurement & Improvement
8.Work Measurement Techniques
The amount and number of raw materials, parts, and finished products that a company has in its possession.
What was the first technology to revolutionize the business use of information?
Paper and Printing Press
A set of interrelated elements or parts that function as a whole.
Smaller systems that operate within the context of a larger system.
When two or more subsystems working together can produce more than they can working apart.
Systems that can sustain themselves without interacting with their environment.
Systems that can sustain themselves only by interacting with their environment, on which they depend for their survival.
Holds that there are no universal management theories and that most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time or place.
What creates Leverage?
3 Mintzberg's Managerial Roles
3 Interpersonal Roles
3 Informational Roles
4 Decisional Roles
3. Resouce Allocator
What do companies look for in Managers
4.Motivation to Manage
7 Management Practices of Top Performing Companies
1. Employee Security
3. Self-Managed Teams and Decentralization
4.High Wages Contingent on Org. Performance
5.Trained and Skilled Development
6. Reduction of Status Differences
7. Sharing Information
10 Mistakes Managers Make
2. Cold & Aloof
3. Betrayal of Trust
6. Over-Managing: Unable to Delegate or Build a Team
7.Unable to Staff Effectively
8.Unable to think Strategically
9.Unable to Adapt to a Boss with a different style.
10. Over-Dependent on Advocate or mentor.
The Control Process (3 Steps)
1. Set Standards to Achieve Goals.
2. Compare Actual Performance to Standards.
3. Make Changes and return to Performance & Standards.