CH1: The Management Process Today Flashcards
Organizations
Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
Management
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
Organizational Performance
A measure of how efficiently and effectively a manger uses resources to satisfy customers and achieve organizational goals.
Efficiency
A measure of how well or how productively resources are used to achieve a goal.
Effectiveness
A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.
Four Essential Managerial Tasks
Planning, Organizing, Leading, and Controlling
Planning
Identifying and selecting appropriate organizational goals and courses of action to best achieve those goals. 1 of the 4 principal tasks of management.
3 Steps in Planning
- Deciding which goals the organization will pursue
- Deciding what strategies to adopt to attain those goals.
- Deciding how to allocate organizational resources to pursue the strategies that attain those goals.
Strategy
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve those goals.
Organizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. 1 of the 4 principal tasks of management.
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates organizaional members so they work together to achieve organizational goals.
Leading
Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals. 1 of the 4 principal tasks of management.
Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. 1 of the 4 principal tasks of management.
Department
A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.
Three Levels of Management
- First-Line Managers (Supervisors)
- Middle Managers
- Top Managers
First-line Manager
A manager who is responsible for the daily supervision of nonmanagerial employees.
Middle Manager
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals. (Help first-line managers and nonmanagerial employees)
Middle Manager
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals. (Help first-line managers and nonmanagerial employees; Developing & fine-tuning skills)
Top Manager
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers. (Establish organizational goals)
Chief Executive Officer (CEO)
Most senior and important manager. (Vice president)
Chief Operating Officer (COO)
Company’s top manager. (Vice president)
Top Management Team
A group composed of the CEO, the COO, and the vice presidents of the most important departments of a company.
Conceptual Skills
The ability to analyze and diagnose a situation and to distinguish between cause and effect.
Human Skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups.
Technical Skills
The job-specific knowledge and techniques required to perform an organizational role.
Core competency
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
Entrepreneur
An individual who notices opportunities and decides how to mobilize resources necessary to start a new business venture.
- Openness to experience
- Internal locus of control
- Self-esteem
- Need for achievement
Entrepreneurship
The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services.
Intrapreneur
An employee who works inside an organization who notices opportunities to develop new or improved products and services and mobilizes the organization’s resources to try to create them.
Global Organizations
Organizations that operate and compete in more than one country.
Competitive Advantage
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently than they do.
4 Building Blocks of Competitive Advantage
- Efficiency
- Quality
- Innovation
- Responsiveness
Innovation
The process of creating new or improved goods and services or developing better ways to produce or provide them.
Turnaround Management
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources and allow it to survive and prosper.
Scientific Management
The systematic study of relationships between people and tasks to increase efficiency.
Bureaucracy
A formal system of organization and administration designed to ensure efficiency and effectiveness.
Authority
The power to hold people accountable for their actions and to allocate organizational resources.
Rules
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.
Standard Operating Procedures (SOP)
Specific sets of written instructions about how to perform a particular task.
Norms
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and that are considered important by most members of a group or an organization.
Hawthorne Effect
Workers’ productivity is affected more by observation or attention recieved than by physical work setting.
Human Relations Movement
Advocates behavior and leadership training of supervisors to elicit worker cooperation and improve productivity.
Ratebusters
Performed above the norm.
Chiselers
Who performed below the norm.
Informal Organization
The system of behavioral rules and norms that emerge in work groups.
Organizational Behavior
The study of factors that impact how workers respond to and act in an organization.
Theory X
The assumption that workers will try to do as little as possible and avoid further responsibility unless rewarded or punished for doing otherwise.
Theory Y
The assumption that workers will do what is best for an organization if given the proper work setting, opportunity, and encouragement.
