Principles Of Management Chapter 1 Flashcards
Management
The attainment of organizational goals in an effective and efficient manner through planing, organizing, leading, and controlling organizational resources.
Leading
Using influence to motivate employees to achieve the organizational’s goals.
Controlling
Is concerned with monitoring employee’s activities, keeping the organization on track toward meeting its goals and making corrections as necessary.
Organization
A social entity that is goal directed and deliberately structured.
Effectiveness
The degree to which the organization achieves a stated goal.
Efficiency
The amount of resources - raw materials, money, and people - used to produce a desired volume of output.
Performance
An organization’s ability to attain its goals by using resources in an efficient and effective manner.
Technical skills
The understanding of and proficiency in the performance of specific skills.
Conceptual skills
The cognitive ability to see the organization as a whole and the relationships among its parts.
General manager
A manager responsible for several departments that perform different functions.
Time management
Using techniques that enable you to get more done in less time and with better results, be more relaxed, and have more time to enjoy your work and your life.
Role
A set of expectations for one’ s behavior.
Classical perspective
Takes a rational, scientific approach to management and seeks to turn organizations into efficient and seeks to turn organizations into efficient operating machines.
Scientific management
A subfield of the Classical perspective that emphasizes scientifically determines changes in management practices as the solution to improving labor productivity
Bureaucratic organizations approach
Emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.
Administrative principles approach.
A subfield of the classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planing, organizing, commanding, coordinating, and controlling.
Management science
Uses mathematics, statiscal techniques, and computer technology to facileTate management decision makings, particularly for complex problems. Also called the quantitative perspective.
Quantitative techniques
The use of mathematics, statistics, and computer technology to facilitate management decision making.
Information technology (IT)
The hardware, software, telecommunications, database management, and other technologies used to store, process, and distribute information.
Quants
Refers to financial managers and others who make decision based primarily on complex quantitative analysis.
Humanistic perspective
Emphasizes understanding human behavior, needs, and attitudes in the workplace.
Human relations movement
Stresses the satisfaction of employees’ basic needs a the key to increased productivity.
Hawthorne studies
A series of research efforts that was important in shaping ideas concerning how managers should treat workers.
Human Resources perspective
Suggests that jobs should be designed to meet people’s higher- level needs by allowing employees to use their full potential.
Behavioral sciences approach
Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.
Systems thinking
Looking not just at discrete parts of an organizational situation, but also at the continually changing interactions among the parts.
System
A set of interrelated
Subsystems
Parts of a system that depend on one another for their functioning.
Synergy
A concept that says that the whole is greater than the sum of its parts.
Contingency View
Tells managers that what works in one organizational situation might not work in another.
Big data analytics
Technologies, skills, and processes for searching and examining massive, complex sets of data traditional data processing applications cannot handle to uncover hidden patterns and correlations
Supply chain management
Managing the sequence of suppliers and purchases, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.
Engagement
An emotional ond mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.
Social business
Using social media technologies for interacting with and facilitating communication and collaboration among employees, customers, and other stakeholders.
Social media programs
Include online community pages, social media sites, microblogging platforms, and company online forums that enable managers to interact electronically with employees customers, partners, and other stakeholders.
3 pillars of management
Strategic positioning, organizational design, individual leadership
Managers role
Planning, organizing, commanding, coordinating, controlling
What do managers do?
Set objectives, organize, motivate and communicate, measures, develop people
Management levels in the organizational hierarchy
Firt line manages, middle pranages, top managers
