chapter 1 Flashcards
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 manager 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.
organizations
Collections of people who work together and coordinate their actions to achieve a wide variety
of goals or desired future outcomes.
effectiveness
A measure
of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.
planning
Identifying and selecting appropriate goals; one of the four principal tasks of management.
Controlling
Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals
Leading
Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals
Organizing
Establish task and authority relationships that allow people to work together to achieve organization goals
organizational structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.
department
A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.
first-line manager
A manager who is responsible for the daily supervision of nonmanagerial employees.
middle manager
A manager who supervises firstline managers and is responsible for finding the best way to use resources to achieve organizational goals.
top manager
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.
top management team
A group composed of the CEO, the COO, the president, and the heads of the most important departments.
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 jobspecific 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
restructuring
Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees.
outsourcing
Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.
empowerment
The expansion of employees’ knowledge, tasks, and decisionmaking responsibilities.
self-managed team
A group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide
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 and effectively than they do.
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
organizational architecture
The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently
and effectively organizational resources are used.
organizational structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve an organization’s goals.
organizational design
The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
job design
The process by which managers decide how to divide tasks into specific jobs.
job simplification
The process of reducing the number of tasks that each worker performs.
job enlargement
Increasing the number of different tasks in a given job by changing the division of labor.
job enrichment
Increasing the degree of responsibility
a worker has over his or her job.
functional structure
An organizational structure composed of all the departments that an organization requires to produce its goods or services.
divisional structure
An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
product structure
An organizational structure in which each product line or business is handled by a selfcontained division.
geographic structure
An organizational structure in which each region of a country or area of the world is served by a selfcontained division.
market structure
An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
matrix structure
An organizational structure that simultaneously groups people and resources by function and by product.
cross-functional team
A group of managers brought together from different departments to perform organizational tasks.
product team structure
An organizational structure in which employees are permanently assigned to a crossfunctional team and report only to the product team manager or to one of his or her direct subordinates.
authority
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
hierarchy of authority
An organization’s chain of command, specifying the relative authority of each manager.
span of control
The number of subordinates who report directly to a manager.
line manager
Someone in the direct line or chain of command who has formal authority over people and resources at lower levels.
staff manager
Someone responsible for managing a specialist function, such as finance or marketing.
decentralizing authority
Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources.
integrating mechanisms
Organizing tools that managers can use to increase communication and coordination among functions and divisions
task force
A committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee.
organizational culture
The shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve the organization’s goals
organizational ethics
The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization.
