Chapter 1 Flashcards
A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations.
Where managers work (manage)
Organization
People who work directly on a job or task and have no responsibility for overseeing the work of others
Operatives
Individuals in an organization who direct the activities of others
Managers
Supervisors responsible for directing the day-to-day activities of operative employees
First-line managers
Individuals at levels of management between the first-line manager and top management
Middle managers
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
Top Managers
The process of getting things done, effectively and efficiently, through and with other people
Management
Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs
Efficiency
Means doing the right things; goal attainment
Effectiveness
Includes defining goals, establishing strategy, and developing plans to coordinate activities
Planning
Includes determining what tasks 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
Organizing
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts
Leading
The process of monitoring performance, comparing it with goals, and correcting any significant deviations
Controlling
A manager’s mental ability to coordinate all of the organization’s interests and activities
Conceptual skills
A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups
Interpersonal skills
A manager’s ability to use the tools, procedures, and techniques of a specialized field
Technical skills
A manager’s ability to build a power base and establish the right connections
Political skills
Desire for increased efficiency of labor intensive operations
Classical approach
The backlash to the overly mechanistic view of employees held by the classicists.
The Great Depression.
Human resources approach
World War II
The quantitative approaches
Management Charter Initiative Competencies for Middle Managers - 1
Initiate and implement change and improvement in services, products, and systems
Management Charter Initiative Competencies for Middle Managers - 2
Monitor maintain, and improve service and product delivery
Management Charter Initiative Competencies for Middle Managers - 3
Monitor and control the use of resources
Management Charter Initiative Competencies for Middle Managers - 4
Secure effective resource allocation for activities and projects
Management Charter Initiative Competencies for Middle Managers - 5
Recruit and select personnel
Management Charter Initiative Competencies for Middle Managers - 6
Develop teams, individuals, and self to enhance performance
Management Charter Initiative Competencies for Middle Managers - 7
Plan, allocate, and evaluate work carried out by teams, individuals and self
Management Charter Initiative Competencies for Middle Managers - 8
Create, maintain, and enhance effective working relationships
Management Charter Initiative Competencies for Middle Managers - 9
Seek, evaluate, and organize information for action
Management Charter Initiative Competencies for Middle Managers - 10
Exchange information to solve problems and make decisions
