Chapter 9: Management Principles Flashcards
Management
Process of integrating resources for accomplishment of objectives. Management, involving the basic functions of planning, organizing, staffing, directing, and controlling, is the primary force that coordinates the activities of subsystems within organizations.
Organization
Group of people working together in a structured and coordinated way to achieve goals.
Organization
Group of people working together in a structured and coordinated way to achieve goals.
Authority
Delegation from top to lower levels of management and the right of managers to direct others and take action because of their position.
Accountability
A state of being responsible to one’s self, to some organization, or even to the public.
Responsibility
Obligation to perform an assigned activity or see that someone else performs it.
Efficiency
Doing things right. Getting the most output from the least amount of input.
Effectiveness
Doing the right things. The ability to choose appropriate objectives.
First-Line Managers
Generally responsible for supervising employees and function at the technical core level of an organization and are responsible for day-to-day operational activities.
Middle Managers
Primary responsibility is to coordinate activities that implement policies of the organization and to facilitate activities at the technical level. Middle managers direct the activities of other managers and sometimes of functional employees. This level of management also is responsible for facilitating communication between the lower and upper levels of the organization, and it functions at the organizational level.
Top Managers
Make up the relatively small group of executives that control the organization. They develop the vision for the organization’s future, are responsible for its overall management, establish operating policies, and guide organizational interaction with the environment. These managers operate at the policy-making level of the organizations.
General Manager
Responsible for all activities of a unit.
Functional Manager
Responsible for only one area of organizational activity.
Interpersonal Roles
Focuses on relationships and includes:
- Figurehead Role
- Leader Role
- Liaison Role
Figurehead Role
Representational responsibility of management.
Leader Role
Responsible for the work of the staff. Functions of this role range from hiring and training employees to creating an environment that will motivate the staff.
Liaison Role
Dealing with people both inside and outside the organization. This role is important in building a manager;s information system.
Informational Roles
Communication may be the most important aspect of a manager’s job and includes:
- Monitor Role
- Disseminator Role
- Spokesperson Role
Monitor Role
In this role, the manager constantly searches for information to use to become more effective. The manager collects this information in many forms and must discern implications of its use for the organization.
Disseminator Role
The manager transmits information to subordinates who otherwise would probably have no access to this information. An important aspect of this role is to make decisions concerning the information needs of staff members. The manager must assume responsibility to disseminate information that helps staff members become well informed and more effective.
Spokesperson Role
The manager is closely akin to the figurehead role. In the spokesperson role, the manager transmits information to people inside and outside the organization or unit. This role may also include providing information to legislators, suppliers, and community groups.
Decisional Roles
A manager can commit the organization to new courses of action and determine strategy; includes:
- Entrepreneur Role
- Disturbance Handler Role
- Resource Allocator Role
- Negotiator Role
Entrepreneur Role
The manager is the voluntary initiator of change. This role may involve, for example, a decision to change the menu after networking with other restaurateurs or customers.
Disturbance Handler Role
The manager responds to situations that are beyond his or her control. In this role, the manager must act because the pressures of the situation are too severe to be ignored.
Resource Allocator Role
The manager decides how and to whom the resources of the organization will be distributed. In authorizing important decisions, the manager must be mindful of the needs of the unit while considering priorities of the overall operation. Such decisions often will require compromise.
Negotiator Role
The manager participates in a process of give-and-take until a satisfactory compromise is reached.
3 Different Types of Skills
- Technical
- Human
- Conceptual
Skill
An ability that can be developed and is manifested in performance.
Technical Skill
Understand of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques. Such skill requires specialized knowledge, analytical ability, and expertise in the use of tools and procedures.
Human Skill (Interpersonal Skill)
Concerns working with people and understanding their behavior. Such skillfulness must be a natural, continuous activity that involves being sensitive to the needs and motivations of others in the organization. Two aspects are: leadership within the manger’s own unit and skill in intergroup relationships.
Conceptual Skill
Ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts. Conceptual skill also involves the ability to understand the organization within the environmental context and also includes the impact of political, social, and economic forces on the organization.
The 5 Functions of Management
- Planning
- Organizing
- Staffing
- Directing
- Controlling
Planning
Determining in advance what should happen. Planning is essential as a manager organizes, staffs, directs, and controls.
Procedure
Chronological sequence of activities.
4 Dimensions of Planning
- Repetitiveness
- Time Span
- Level of Management
- Flexibility
Standing Plans
Plans for repetitive activities.
Single-Use Plans
Plans for one-time events.
Policy
General guide to organized behavior developed by top-level management.
Method
Details for one step in a process.
Rules
Specification of action, stating what must or must not be done.
Strategic Planning
A continuous and systematic process in which people make decisions about intended future outcomes, how outcomes are to be accomplished, and how success is measured and evaluated.
Strategy
Pattern of purposes and policies defining a company and its business.
Organizing
Management function of grouping activities, delegating authority, and coordinating relationships, horizontally and vertically.
Staffing
Management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished.
Human Resources Planning
Process of making provision for the movement of people into, within, and out of an organization.
Recruitment
Process of locating and encouraging potential applicants to apply for a job opening.
Selection
Process of comparing applicant skills, knowledge, and abilities with requirements of a position and choosing the most qualified.
Orientation
Formal process of familiarizing new employees to the organization, job, and work unit.
Training
Ongoing process of updating employees.
Performance Appraisal
Comparison of an individual’s performance with established standards for the job.
Directing
Management function of directing human resources for the accomplishment of objectives.
Controlling
Management function of ensuring that plans are being followed.
Standards
Definition of what is expected to happen.
Participative Management
Involving employees in the decision-making process.
Corporate Culture
Organizational Culture
Shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together.
Traditional Organization
Organization in which lines of authority, which create order, are established.
Organization Chart and Job Descriptions
Pattern of formal relationships and duties in a traditional organization.
Departmentalization
Assignment of various activities or tasks to different units or people of the traditional organization.
Integration
Coordination of separate activities or tasks in a traditional organization.
Administrative Systems
Guidance of activities and relationships or people in the traditional organization through planned and formalized policies, procedures, and controls.
Innovative Organizations
Employers are challenged to improve the quality of work life and to develop a corporate, or organizational, culture.
Empowered Decision Making
Employees, not just managers, are involved in decision making in innovative organizations.
Sociability
A sense of belonging to the innovate organization is created for all members.
New Bases of Management Power
A shift has occurred from use of only downward authority to inclusion of upward and lateral lines of authority and input in the innovative organization.
Personal Consideration
Greater recognition is given to the importance of individual employees, not just the job they perform in innovate organizations.
