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BUSM112 - CH 01

CH 01 : Managers and Management

TermDefinition
Organization A systematic arrangement of people brought together to accomplish some specific purpose.
Managers Individuals in an organization who direct the activities of others.
Middle Managers Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done.
Nonmanagerial Employees People who work directly on a job or task and have no responsibility for overseeing the work of others.
Top Managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
First-Line Managers Supervisors responsible for directing the day-to-day activities of nonmanagerial employees.
Management The process of getting things done, effectively and efficiently, through and with other people.
Effectiveness Doing the right things, or completing activities so that organizational goals are attained.
Scientific Management The use of scientific methods to define the "one best way" for a job to be done.
Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities.
Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts.
Managerial Roles Specific categories of managerial behavior; often grouped around interpersonal relationships, information transfer, and decision making.
Organizing Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and who will make decisions.
Controlling Includes monitoring performance, comparing it with goals, and correcting any significant deviations.
Interpersonal Roles Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature.
Conceptual Skills A managers's ability to analyze and diagnose complex situations.
Technical Skills Job-specific knowledge and techniques needed to perform work tasks.
Informational Roles Involving collecting, receiving, and disseminating information.
Interpersonal Skills A manager's ability to work with, understand, mentor, and motivate others, both individually and in groups.
Political Skills A manager's ability to build a power base and establish the right connections.
Decisional Roles Entailing making decisions or choices.
Small Business An independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and has relatively little impact on its industry.
Employee Engagement When employees are connected to, satisfied with, and enthusiastic about their jobs.
Tell Who Managers Are Managers are individuals who work in an organization directing and overseeing the activities of other people. Managers are usually classified as top, middle or first-line.
Where Do Managers Work Organizations.
Define Management Management is the process of getting things done, effectively and efficiently.
Describe Managerial Functions The functions approach says that managers perform four functions: Planning, organizing, leading, and controlling.
Describe Managerial Roles Mintzberg's roles approach says that what managers do is based on the 10 roles they use at work, which are grouped around interpersonal relationships, the transfer of information, and decision making.
Describe Managerial Skills/Competencies The skills/competencies approach looks at what managers do in terms of the skills and competencies they need and use.
Explain Why It's Important to Study Management We interact with organizations daily so we have a vested interest in seeing that they're well managed. We'll either manage or be managed. By studying management we can gain insight into the way our bosses/colleagues behave and how organizations function.
Describe the Factors that are Reshaping and Redefining Management Changing workplaces, ethical and trust issues, global economic and political uncertainties and changing technology.
Describe the Three Characteristics of Organizations Goals, people and a deliberate structure.
Describe Efficiency Doing a task correctly ("doing it right") and getting the most output from the least amount of inputs.
Describe Effectiveness "Doing the right things" by doing those work tasks that help the organization to reach its goals.
Describe What Managers Do What managers do can be described using three approaches: functions, roles and skills/competencies.
Describe Four Critical Management Skills Conceptual, interpersonal, technical and political.
Name Additional Managerial Competencies Dependability, personal orientation, emotional control, communication and so forth. All managers plan, organize, lead and control although how they do these activities and how often they do them may vary according to level in the organization.
Name Two Areas of Critical Importance to Managers Delivering high-quality customer service and encouraging innovative efforts.
Define Political Skills Interpersonal style combining social perceptiveness/astuteness w/capacity to adjust one's behavior to different/changing situational demands in a manner that inspires trust, confidence, & genuineness. Effectively influences, controls responses of others.
Self-and Social Astuteness Ability to astutely observe others and to be keenly attuned to diverse social situations.
Interpersonal Influence/Control Ability to exert a powerful influence on others.
Network Building/Social Capital Being adept at developing and using diverse networks of people.
Genuineness/Sincerity The ability to appear to others as having high integrity, authenticity and sincerity.
Efficiency Doing things right, or getting the most output from the least amount of inputs.
Created by: slk
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