Management 301 Chapter 1 Vocabulary

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

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