Chapter 1: Introduction to Principles of Management

the art of getting things done through the effort of other people
Principles of Management
the means by which you actually manage getting things done through others; individually, in groups, or in organizations
the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways
Line Manager
leads a function that contributes directly to the products or services the organization creates
General Manager
someone who is responsible for managing a clearly identifiable revenue-producing unit
Staff Manager
leads a function that create indirect inputs
Project Manager
has the responsibility for the planning, execution, and closing of any project
Traditional Management
top managers ensure the organization’s competitiveness and lower level managers and employees job security; lower-level managers and employees implement top management’s strategy with loyalty and obedience
Contemporary Management
empowered lower-level managers and employees are responsible for the organizations competitiveness and their own development; top management support personnel development and ensure employability
the social and informal sources of influence that you use to inspire action taken by others
the recognition of opportunities and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures
the central, integrated, externally-oriented concept of how an organization will achieve its objectives
Strategic Management
the body of knowledge that answers questions about the development and implementation of good strategies
1. Vision Statement
2. Strategizing
3. Goal & Objectives
1. Organization Design
2. Culture
3. Social Networks
1. Leadership
2. Decision Making
3. Communications
4. Groups/Teams
5. Motivation
1. Systems/Processes
2. Strategic Human Resources
Environmental Scanning
planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers
Strategic Planning
analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization and how to then position of the organization
Tactical Planning
one to three years; designed to develop relatively concrete and specific means to implement the strategic plan
Operational Planning
assumes the existance of organization-wide or sub-unit goals and objectives and specifies ways to achieve them
Organizational Design
Decisions made about the structure of an organization
Job Design
the process of putting together various elements to form a job
Job Enrichment
a job redesign technique that allows workers more control over how they perform their own tasks
cooperative effort by the members of a group or team to achieve a common goal
individuals and organizations who are actively involved in the organization or whose interests may be positively or negatively affected as a result of what the organization does
Triple Bottom Line
the measurement of business performance along social, environmental, and economic dimensions
Accounting Profit
the difference between an organizations revenues and its costs in a given period of time
Corporate Social Responsibility (CSR)
when organizations consider the interests of society by taking responsibility for the effect of their activities on customers, suppliers, employees, shareholders, communities, and the environment in all aspects of their operations
In-Role Performance
the things that you have to do as part of your job and its job description
Organizational Citizenship Behaviors (OCB)
voluntary behaviors employees perform to help others and benefit the organization
collection of individuals who interact with each other
Process Loss
any aspect of group interaction that inhibits group functioning
a cohesive coalition of people working together to achieve mutual goals

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