Management 301 Chapter 1 Vocabulary

the capacity to act with a strong sense of self-awareness
a person who supervises, supports and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole
First Line Managers
(formally supervises small work group composed of nonmanagerial workers) and Team Leaders
Middle Managers
persons in charge of relatively large departments or divisions consisting of several smaller work units or teams
Top Managers
part of senior management team that is responsible for the performance of an organization as a whole or for one of its larger parts
Board of Directors
whose members are elected by stockholders to represent their ownership interests (in business corporations)
Board of Trustees
top managers report to these people in a nonprofit organization; elected by local citizens, appointed by government, or invited by existing members
oversight of top management by an organization’s board of directors or board of trustees
the requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility
Effective Managers
someone who successfully helps others achieve both high performance and satisfaction in their work
Quality of Work Life
the overall quality of human experiences in the workplace
Upside-down pyramid
view puts customers at the top of the organization being served by workers who are supported by the managers below them (See Figure 1.2); Management is at bottom and expected to help those above them; “coaching and helping” v. “directing and order giving”
Management Process
planning, organizing, leading, and controlling the use of resources to accomplish performance goals
the process of setting performance objectives and determining what actions should be taken to accomplish them
the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups
the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives
the process of measuring work performance, comparing results to objectives, and taking corrective action as needed
Interpersonal Roles
how a manager interacts with other people inside and outside the work unit
Informational Roles
how a manager exchanges and processes; giving, receiving, and analyzing of information
Decisional Roles
how a manager uses information in decision making to solve problems or address opportunities
Agenda Setting
managers develop important action priorities
managers build and maintain positive relationships with other people (whose help might be useful someday)
Social Capital
the capacity to attract support and help from others in order to get things done
Conceptual Skills
the ability to think analytically and achieve integrative problem solving
Human Skills
the ability to work well in cooperation with other persons; emotional intelligence -the ability to manage ourselves and relationships effectively
Emotional Intelligence
the ability to manage ourselves and our relationships effectively
Technical Skills
the ability to apply expertise and perform a special task with proficiency
Lifelong Learning
the process of continuously learning from our daily experiences and opportunities (E. Rust’s opinion – one day skills have now will be inadequate five years from now)
Six Managerial Skills
-Critical Thinking
able to work effectively as a team member and leader; strong on team contributions, leadership, conflict management, negotiation, consensus building
able to evaluate self, modify behavior, and meet obligations; strong on ethical reasoning, personal flexibility, tolerance for ambiguity, performance responsibility
able to influence and support others to perform complex and ambiguous tasks; strong on diversity awareness, project management, strategic action
Critical Thinking
able to gather and analyze information for problem solving, strong on information analysis and interpretation, creativity and innovation, judgment, and decision making
able to sustain a positive impression and instill confidence in others; strong on personal presence, initiative, and career management
able to express self well in communication with others; strong on writing, oral presentation, giving and receiving feedback, technology utilization
the worldwide interdependence of resource flows, product markets, and business competition
Global Sourcing
hiring workers and contracting for supplies and services in other countries
Job Mitigation
when global outsourcing shifts jobs from one country to another
code of moral principles that sets standards of conduct for what is “good” and “right” opposed to what is “bad” or “wrong”
Corporate Governance
active oversight of management decisions, corporate strategy, and financial reporting by a company’s board of directors
Workforce Diversity
describes the composition of a workforce in terms of differences among people on gender, age, race, ethnicity, religion, sexual orientation, and physical ability
Glass-ceiling Effect
occurs when an invisible barrier, or “ceiling,” prevents members of diverse populations from advancing to high levels of responsibility in organizations
the holding of negative, irrational attitudes regarding people who are different from us
when people in organizations treat minority members unfairly and deny them full membership benefits
Free-agent Economy
people change jobs more often, and many work on independent contracts with a shifting mix of employers
Shamrock Organization
operates with a core group of full-time long-term workers supported by others who work on contracts and part time (Charles Handy developed this)
Intelligence Capital
the collective brainpower, skills, capabilities, or shared knowledge of a workforce
Knowledge Workers
whose minds, not just physical capabilities, are critical assets
the ability to understand oneself, exercise initiative, accept responsibility, and learn from experience

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