Management (11th ed) – Chapter 1 – Griffin

A group of people working together in structured and coordinated fashion to achieve a set of goals.
A set of activities (including planning and decision-making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner
Using resources wisely, and in a cost-effective way
Making the right decisions, and successfully implementing them
Someone whose primary responsibility is to carry out the management process
Setting an organization’s goals, and deciding how best to achieve them
Part of the planning process that involves selecting a course of action from a set of alternatives
Determining how activities and resources are to be grouped
The set of processes used to get members of the organization to work together to further the interests of the organization
Monitoring organizational progress toward goal attainment
levels of management
The differentiation of managers into three basic categories: top, middle, and first-line
areas of management
Managers can be differentiated into marketing, financial, operations, human resource administration, and other areas
interpersonal roles
The roles of figurehead, leader, and liaison, which involve dealing with other people
informational roles
The roles of monitor, disseminator, and spokesperson, which involve the processing of information
decisional roles
The roles of entrepreneur, disturbance handler, resource allocator, and negotiator, which relate primarily to making decisions
technical skills
The skills necessary to accomplish or understand the specific kind of work being done in an organization
interpersonal skills
The ability to communicate with, understand, and motivate both individuals and groups
conceptual skills
The manager’s ability to think in the abstract
diagnostic skills
The manager’s ability to visualize the most appropriate response to a situation
communication skills
The manager’s abilities both to effectively convey ideas and information to others, and to effectively receive ideas and information from others
decision-making skills
The manager’s ability to correctly recognize and define problems and opportunities, and to then select an appropriate course of action to solve problems and capitalize on opportunities
time-management skills
The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately
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