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Managers
| Term | Definition |
|---|---|
| Conceptual skills | The ability to see the “big picture.” |
| Controlling | Controlling involves monitoring the work effort. |
| Directing | Directing involves providing guidance to workers and work projects. |
| Executive management | Managers at this level are responsible for the operation of the entire organization. They are the owners, chief executive officers, presidents, chief financial officers, vice presidents, and general managers. |
| Financial resources | Financial resources are all of the sources of money available to the business. |
| First-line management | They are the ones who are concerned with actually carrying out the actions and plans that the middle managers identified. |
| Goals | The object of a person's ambition or effort; an aim or desired result. |
| Human resources | Human resources are all of a business’s employees. |
| Information | Facts, statistics, and opinions. One type of information is internal and comes from within the business, such as sales reports. Another type is external and includes information about what is going on in the business’s industry. |
| Interpersonal skills | Communicate, interact, and build relationships |
| Management | The process of dealing with or controlling things or people. |
| Management function | Planning, organizing, staffing, directing, controlling |
| Manager | A person responsible for controlling or administering all or part of a company or similar organization. |
| Material resources | Material resources are the equipment and supplies that businesses need to produce and/or sell their products. |
| Mid-level management | This level of management is responsible for implementing the goals set by top management. Middle managers are the department heads, production managers, sales managers, and district managers. |
| Middle management | This level of management is responsible for implementing the goals set by top management. Middle managers are the department heads, production managers, sales managers, and district managers. |
| Organizing | Organizing involves setting up the way the business’s work will be done. |
| Planning | Planning involves deciding what work will be done and how it will be accomplished. |
| Resources | A stock or supply of money, materials, staff, and other assets that can be drawn on by a person or organization in order to function effectively. |
| Staffing | Staffing is an important management function because staffing helps the business to find employees who know how to do the necessary work. |
| Strategic planning | Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. |
| Strategies | A plan of action or policy designed to achieve a major or overall aim. |
| Supervisory management | They are the ones who are concerned with actually carrying out the actions and plans that the middle managers identified. |
| Tactical planning | Strategic plan and sets forth specific short-term actions and plans, usually by company department or function. |
| Technical skills | Answer questions, give directions, and solve problems |
| Top-level management | Managers at this level are responsible for the operation of the entire organization. They are the owners, chief executive officers, presidents, chief financial officers, vice presidents, and general managers. |
Created by:
james.vassallo
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