OrgMngt (Preliminary) Flashcards
Is used as singular collective noun (like group) which refers to a discrete nature of grouping of managers or people in charge of running a company or organization.
Management as a noun
It refers to organizational process that includes strategic planning, setting objectives, managing resources, deploying labor force, financial assets and measuring results.
Management as a process
This refers to that branch of knowledge which is connected to study of principles & practices of basic ministration.
Management as a discipline
The different managerial functions that a manager exercise:
- Planning
- Staffing
- Organizing
- Directing
- Controlling
This includes defining goals, establishing strategy, and developing plans to coordinate activities. It involves mapping out exactly how to realize a specific goal. It also requires knowledge to create, develop and analyze opportunities which is known as strategic planning.
Planning
There are two types of planning;
- ) Long range planning
- ) short range planning
This is also known as the backbone of management. It is the structure of the organization which help determines what task to be done, who needs to do the task and how the task is to be performed and for whom to report to after the task is achieved.
Organizing
This involves manning in the organization. This requires recruitment, thorough selection of applicants and hiring of potential employees for the organization. It is also responsible for training and development of the employee to be promoted, transferred, demoted or even be fired from the organization.
Staffing
This involves the supervision and motivation of manager towards his/her employees to be more productive and efficient. When there is a high morale in the organization, it usually has a significant impact on the performance and productivity of the employees. Therefore, there is a need for the manager to motivate employees, supervise, and direct them to be more effective and efficient at work. Good communication is essential since this builds positive interpersonal relationship from and among employees. Thus this can resolve conflicts that might arise in the organization.
Directing
This deals with monitoring the company’s progress and ensuring that all other functions are operating efficiently. Since this is the last stage, uncertain situation usually arises that might disrupt the operation of the business. Therefore, there is a need for the management to exercise corrective actions after thorough assessment and evaluation.
Controlling
A __________does not just sit in one corner and let his employees perform the entire task. He does not just watch his employees fail but rather help them out.
Manager
Managers occupy the highest position in the organization. They are responsible in strategic planning and decision making. Examples: CEO, President
TOP MANAGEMENT
They are managers of departments, division heads and other functional departments. They are responsible in the operation and tactical planning, then pass them to the first-line management for implementation.
MIDDLE MANAGEMENT
This includes supervisors of production divisions (that is, foremen and brigadiers) responsible for the implementation of decisions and who have direct control of tasks realization’s process.
FIRST- LINE MANAGEMENT
In this category, the manager provides information and ideas to the employees
INTERPERSONAL
The manager has the social, ceremonial and legal responsibilities. The manager is expected to be a source of inspiration. People look up to the manager as a person with authority.
Figurehead
The manager provides leadership for the team, for the department or perhaps for the entire organization; and it’s where he/she manages the performance and responsibilities of everyone in the group.
Leader
Managers must communicate with internal and external contacts. They need to be able to network effectively on behalf of the organization.
Liaison
The managerial roles in this category involve processing information
INFORMATIONAL
The manager regularly seeks out information related to the organization and industry, looking for relevant changes in the environment. He/she also monitors the team, in terms of both their productivity, and their well-being.
Monitor
This is where the manager communicates potentially useful information to his/her colleagues and team.
Disseminator
Managers represent and speak for their organization. In this role, they are responsible for transmitting information about the organization and its goals to the people outside it.
Spokesperson
The managerial roles in this category involve using information
DECISIONAL
Manager creates and control change within the organization. This means solving problems, generating new ideas, and implementing them.
Entrepreneur
Manager creates and control change within the organization. This means solving problems, generating new ideas, and implementing them.
Entrepreneur
When an organization or team hits an unexpected roadblock, it is the manager who must take charge. They also need to help mediate disputes within it.
Disturbance-Handler
They may be needed to take part in, and direct, important negotiations within their team, department, or organization.
Negotiator
A manager also needs to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.
Resource Allocator
These skills refer to setting priorities, delegating, motivating and developing the people under him/her; coach them to become top performers and communicates objectives and goals.
Management & Leadership Skills
A skill across the point, it creates a compelling presentation to support company goals and get buy-in for ideas, inspires others to achieve better results and demonstrate emotional intelligence.
Communication Skills
Can value and celebrate differences, build rapport, form alliances and negotiate effectively.
Collaboration Skills
Skill needed to approach problem solving logically, research options, avoid biases and focuses on meaningful data to draw the right conclusions - even under pressure.
Critical Thinking Skills.
Skill in weighing financial or budgetary implications of his/her decisions - including the ability to build a sound budget and formulate reasonable forecasts.
Finance Skills
Skill to grasp the scope and objectives of projects, recognize the roles and responsibilities of others, use Project Management tools to stay on track and become an effective member of a cross-functional team.
Project Management Skill
