exam 1 Flashcards
someone whose primary responsibility is to carry out the management process
manger
using resources wisely in a cost-effective way
efficient
create the organization’s goals, overall strategy, and operating policies. They also officially represent the organization to the external environment by meeting with government officials, executives of other organizations, and so forth
top managers
primarily responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower-level managers
middle managers
supervise and coordinate the activities of operating employees. They oversee the day-to-day operations of their respective stores, hire operating employees to staff them, and handle other routine administrative duties required of them by the parent corporation. In contrast to top and middle managers, first-line managers typically spend a large proportion of their time supervising the work of their subordinates
first line managers
work in areas related to the marketing function—getting consumers and clients to buy the organization’s products or services
marketing manager
deal primarily with an organization’s financial resources. They are responsible for activities such as accounting, cash management, and investments
financial manager
concerned with creating and managing the systems that create an organization’s products and services
operations manager
responsible for hiring and developing employees
human resources manager
setting an organization’s goals and deciding how best to achieve them.
planning
a part of the planning process, involves selecting a course of action from a set of alternatives
decision making
the set of processes used to get members of the organization to work together to further the interests of the organization
leading
The final phase of the management….monitoring the organization’s progress toward its goals. As the organization moves toward its goals, managers must monitor progress to ensure that it is performing in such a way as to arrive at its “destination” at the appointed time
controlling
necessary to accomplish or understand the specific kind of work done in an organization
technical skills
the ability to communicate with, understand, and motivate both individuals and groups. As a manager climbs the organizational ladder, he or she must be able to get along with subordinates, peers, and those at higher levels of the organization
interpersonal skills
depend on the manager’s ability to think in the abstract. Managers need the mental capacity to understand the overall workings of the organization and its environment, to grasp how all the parts of the organization fit together, and to view the organization in a holistic manner
conceptual skills
Successful managers also possess ____ skills that enable them to visualize the most appropriate response to a situation
diagnostic skills
the manager’s abilities to both effectively convey ideas and information to others and effectively receive ideas and information from others
communication skills
the manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities
decision making skills
the manager’s ability to prioritize work, to work efficiently, and to delegate work appropriately
time management skills
In response to this need, experts began to focus on ways to improve the performance of individual workers. Their work led to the development of________. Frederick Taylor developed this system of scientific management, which he believed would lead to a more efficient and productive workforce
scientific management
focuses on managing the total organization
administrative management
Early advocates of the_________ viewed organizations and jobs from an essentially mechanistic point of view; that is, they essentially sought to conceptualize organizations as machines and workers as cogs within those machines
classical management perspective
placed much more emphasis on individual attitudes, behaviors, and group processes and recognized the importance of behavioral processes in the workplace
behavioral management perspective
