ORGAMAN Flashcards
defined as the organization and coordination of the activities of an enterprise in accordance with certain policies
MANAGEMNET
THE PEOPLE RESPONSIBLE FOR SUPERVISING THE USE OF AN ORGANIZATIONS RESOURCES TO MEET ITS GOALS
MANAGER
resources are organizational assets
people, raw materials
manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals. resukts: a product taht customer want, but that is too expensive for them to buy.
LOw efficiency/ high effectiveness
MNAGAER CHOOSES THE RIGHT GOALS TO PURSE AND MAKES GOOD USE OF RESOURCES TO ACHIEVE
RESULYT; A PRODUCT THAT CUSTOMERS WANT AT A QUALITY AND PRICE TAHT THEYT CAN AFFORD
HIGH EFFICIENCY/ EFFECTIIVENESS
MANAGER CHOOSES WRONG GOALS TO PURSUE AND MAKE POOR USE OF RESOURCES r: A LOW QUAL PRODUCT THAT CUSTOMERS DO NOT WANY
LOW EFFICIENCY/EFFECTIVENESS
MANAGAEER CHOOSES INAPPROPRIAET GOALS, BUT MAKES GOOD USE OF RESOURCES TO PURSUE THESE GOALS R; A HIGH QUAL PRODUCT THAT CUSTOMERSDO NOT WANT
HIGH EFFICIENCY/ LOW EFFECTIVENESS
A MEASURE OH HOW EFFICIENTLY AND EFFECTIVELY MANAGERS CUSTOMERS AND ACHIEVE GOALS
ORGANIZATIONAL PERFORMANCE
A MEASURE OF HOW WELL OR PRODUCTIVELY RESOURCES ARE USED TO ACHIEVE A GOAL
EFFICIENCY
A MEASURE OF THE APPROPRIATENESS OF THE GOALS AN ORGANIZATION IS PURSUING AND THE DEGREE TO WHICK THEY ARE ACHIEVED
EFFECTIVENESS
FOUR FUNCTIONS OF MANAGEMENT
PLANNING, ORGANIZING, LEADING, CONTROLLING
ESTABLISH ACCURATE MEASURING AND MONITORING SYSTEMS TO EVALUATE HOW WELL THE ORGANIZATION HAS ACHIEVED ITS GOAL
CONTROLLING
CHOOSE APPROPRIATE ORGANIZATIONAL GOALS AND COURSE OF ACTION TO BEST ACHIEVE THOSE GOALS
PALNNING
ESTABLISH TASK AND AUTHORITY RELATIONSHI[PS THAT ALOW PEOPLE TO WWOEK TOGETHER
ORGANIZING
MOTIVATE, COORDINATE, AND ENERGIZE INDIVIDUALS
LEADING
AN INDIVIDUAL ENGAGED IN MANAGEMENT ACTIVITIES SUPERVISING, SUSTAINING, UPHOLDIN, AND ASSUMING RESPONISBILKITYIES WORK OF OTHERS IN HIS OR HER WOEK
manager
the various roles played by managers
managerial roles
the various skills that manager must susch as conceptual human and technical skills
managerial skills
are the general or strategic managers eho focus on long- term organizational concerns end emphasixw the oragnizations stability
TOP LEVEL MANAGERS
ARE THE TACTICAL MNANAEGRSA IN CHARGE OF THE ORGANIZATIONS MIDDLE LEVELS OR DEPARTMENT. THEY FORMULATE SPECIFIC OBJECTIVES AND ACTIVITIES BASED ON STRATEGIC
MIDDL LEVEL MANAGERS
CATEGORIES OF MANMAGERIAL ROLES ACCORDINMG TO MINTZBERG
INTERPERSONAL SKILLS
ONFORMATIONAL ROLES-
DECISION MAKING -
FIGURE HEAD, LEADER, LIASON
INTERPERSONAL
MONITOR, SPOKESPERSON, DESSEMINATION,
INFORMATIONAL ROLES
ENTREOPENEUR, DISTURBANCE HANDLER, NEGOTIATOR, RESOURCE ALLOCATORE
DECISION MAKING
RESPONSIBLE FOR SUPERVISINMG THE ORGANIZATIONS DAY TO DAY ACTI, THEY ARE TEH BRIDGES BETWEEN MANAGEMENT AND NON MANAGEMENT. THEY R CONTROLLED BY TOP LEVEL MANAGERS
FRONT LINE OR LOWER LEVEL MANAGERS
WHO POSSESS GOOD LEADERSHIP QUALITIES OR A COMBINATION OF GOOD MORAL CHARACTER
LEADER
WHIO CAPABLE OF MAINTAINING UNITY OF ACTION IN THE ORGANIZATION
LIASON
WHO HS NOMINLA LEADERSHIP BUT WITHOUT REAL POWER, AS THIS POWER IS POSSESSED ONLY BY COMPANY OWNER
FIGUREHEAD
WHO SPEAKS IN THE NAME AND BEHALF OF ANOITHER: AS IN BEHALF OF THE COMPANY OWNER
SPOKESPERSON
ENABLE MANAGERS IN ALL LEVELS TO RELATE WELL WITH PEOPLW
HUMAN SKILLS
MANAGERIAL SKILLS
CONSEPTUAL SKILLS, TECHNICAL SKILLS,
ENABLE MANAGERS TO THIBNK OF POSSIBLE SOLUTIOJS TO COMPLEX PROBLEMS
conceptual skills
perform their tasks with proficiency with use of their expertise
technical skills
seeking for and sorting through data about the environment
environmental scanning
refers to the factors/elements OUTSIDE the organizaztion which may affect, either posi or nega
external business environ
refers to teh factors/elementsWITHIN the organization which may affec, either posi or nega
Internal business environ
a period above normal general price increases
inflation
total amount that a borrower must pay annually to the lender and above total amount borrowed
interest rate
teh consumers change in prference of goods and services offered
changing options
consumers changing ways of spendingf their money on goods and services
people spending habits
includes inflation rate of interest, peoples spending habits
ECONOMIC SITUATUION
REFERS O THE FACTORS OR ELEMENTS AFFECTING A BUSINESS ORGANIZXAZTION
BUSINESS ENIROMNET
TWO ELEMENTS OF BUSINESS ENVIRON
INTERNAL N EXTERNAL
MOST STRUCTURED AND USED PLANNING METHIOD TO EVALUATE A BUSINESS VENTURE
SWOT ANALYSIS
THIS TYPOE OF ANALYSIS IS USED TO GAUGE EXTERNAL FACTORS THAT COULD IMOPACT THE PROFITABLITY OF A COMPAMY
PEST ANALYSIS
COMPONENTS OF EXTERNAL BUSINESS ENVIRON
GENERAL , SPECIFIC
INCLUDES ECONOMIC, SOCIO CULTURAL, POLOTICO LEGAL , DEMOGRAPHIC, TECHNOLOGICAL, ORLD AND ECONOMIC SITUATUOINS
GENERAL BUSINESSS ENVIRONMENT
INFLATION, RATES OF INTREST, CYHANGING OPTIOPNS
ECONOMIC SITUATIONS
INCLUDE THER CUSTOMERS CHANGING VALUES AND PREFERENECES, CUSTOMS COULD ALSO AFFECT MANAGEMENT PRACTICES IN COMPANIES
SOCIO CULTURAL SIITUATIONS
REFERS TO NATIONAL OR LOCAL LAWS, INTERNATION LAWS, AND RULES AND REGILATIONS THET
POLITICO LEGAL
SUCVH AS GENDER, AGE, EDUCATIONAL LEVEL
DEMOGRAPHIC
USE OF VARIED TYPES OF ELECTRONIC GADGETS AND ADVANCED TECHNO SUCH AS COMPUETERS
TECHNOLOGICAL
RELATED TO THE INCREASING NUMBER OF GLI9BAL COMPETITORS AND MARKLETS
WORLS AND ECOLOGICAL SITUATIINS
FOCUSES ON STAKEHOLFDERS, CUSTOMERS, SUPPLIERS, PRESSURE GROUPS,. AND INVESTORS ANF THERI EMPLYOES
SPECIFIC BUSINESS ENVIR
ARE PARTIES LIKELY TO BE ADFFECTED BY THE ACTIVITIES OGF THE ORGANI
STAKESHOLDERS
who patronoize the organizations products and servicxes
customers
those who ensure the organixations continuos floe of needed and reasonably priced inputs or materials required for producing their goods
suppliers
are special interst fgroups that try to exert influence on the organizations decisions
pressure gfrpoups
provide the companmy with the financial support needsa
investors or owners
comprised of those who work for another or for an emplyer in exchange of salvaeirs
employees
known as BUSINESS FORECASTING, A METHID OF PREDIUCTING HOW VARIABLES IN THE ENVIRONMENT WILL ALTER THE FUTURE OF BUSINESS.
BUSINESS PREDICTIONS
DEFINED AS THE PROCESS OF MEASURING OR COMPAROING ONES OWN PRODUCTS, SERVICES. AND PORACTICES WITH TGHOSE OF THE RECOGNIZED INDUSTRY
BENCHMARKING
OLDEST FORMAL SCHOOL WHICH BEGAN AROUND 1900 AND CONTINUED 1920
MAINLY LOOKS FOR UNIVERASAL PRINCIPLES OF OPERATIONS
CALSSICAL APPROACH
FOCUSES ON THE ONE BEST WATY TO DO A JOB
- FOVUSES ON WORKER AND MACHINE RELATIONSHIPS
SCIENTIFIC MANAGEMENT
MAJOR CONTRIBUTOPRS
FREDERICK WINSLOW TAYLOR
FRANK GILBERTH
LILLIAN GILBERTH
FATHER OF SCIENTIFIC MANAGEMENT, WHICH HE PROPOSED WORK M,ETHODS DESIGNED TO INCREASE WORKER PRODUCTIVITY.
FREDERICK TAYLOR
CAN BE INCREASED BY INCREASING THE EFFICIENCY OF PRODUCTION PROCESS
ORGANIZATIONAL PRODUCTITVITY
The lack of standard tools or techniques
There is no maych between skill and job
no motivation from the management
The Main things Taylor noticed for inefficiency
Father of Modern management and he introduced pyramidal form of organization
HENRI FAYOL (1841-1925)
it recognizes that the actual prob which manager, face and the environmental.
OPERATIONAL APPROACH
