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Manager

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Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished

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First Line Managers

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Managers at the lowest level of management who manage the work of non-managerial employees. (Shift Managers, Office Managers, Department Managers)

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Middle Managers

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Managers between the lowest level and the top levels of the organization who manage the work of first line managers. (Project Leader, Division or Regional Manager)

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Top Managers

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Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization. (CEO, Vice President, Managing Director)

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Organization

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A deliberate arrangement of people to accomplish some specific purpose

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Management

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Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively

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Efficiency

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Doing things right, or getting the most output from the least amount of input

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Effectiveness

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Doing the right things, or doing those work activities that will result in achieving goals

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Planning

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Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities

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Leading

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Management function that involves working with and through people to accomplish organizational goals

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Organizing

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Management function that involves arranging and structuring work to accomplish the organization's goals

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Controlling

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Management function that involves monitoring, comparing, and correcting work performance

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Managerial Roles

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Specific actions or behaviors expected of and exhibited by a manager

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Interpersonal Roles

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Managerial roles that involve people and other duties that are ceremonial and symbolic in nature

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Informational Roles

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Managerial roles that involve collecting, receiving, and disseminating information

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Decisional Roles

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Managerial roles that revolve around making choices

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Technical Skills

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Job-specific knowledge and techniques needed to proficiently perform work tasks. Tend to be more important for lower level managers.

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Human Skills

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The ability to work well with other people and in a group.

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Conceptual Skills

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The ability to think and conceptualize about abstract and complex situations. Tend to be more important to Top Managers.

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Social Media

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Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.

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Sustainability

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A company's ability to achieve it business goals and increase long term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

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Universality of Management

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The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.

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Division of Labor (Job Specialization)

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The breakdown of jobs into narrow and repetitive tasks. Adam Smith - The Wealth of Nations

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Industrial Revolution

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A period during the late eighteenth century when machine power was substituted for human power, making it more economical to manufacture goods in factories than at home.

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Classical Approach

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First studies of management, which emphasized rationality and making organizations and workers as efficient as possible.

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Scientific Management

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An approach that involves using the scientific method to find the "one best way" for a job to be done.

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Therbligs

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A classification scheme for labeling basic hand motions

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General Administrative Theory

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An approach to management that focuses on describing what managers do and what constitutes good management practice

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Principles of Management

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Fundamental rules of management that could be applied in all organizational situations and taught in schools. Henry Fayol provides 14 Principles of Management.

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Bureaucracy

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A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

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Organizational Behavior

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The study of the actions of people at work.

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Hawthorne Studies

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A series of studies during the 1920's and 1930's that provided new insights into individual and group behavior.

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Quantitative Approach

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The use of quantitative techniques to improve decision making.

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Total Quality Management, TQM

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A philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations.

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System

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A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

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Closed System

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Systems that are not influenced by and do not interact with their environment.

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Open Systems

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Systems that interact with their environment.

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Contingency Approach

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A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing.

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Omnipotent View of Managment

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The view that managers are directly responsible for an organizations success or failure.

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Symbolic View of Management

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The view that much of an organization's success or failure is due to external forces outside manager's control.

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External Environment

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Those factors and forces outside the organization that affect its performance.

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Environmental Uncertainty

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The degree of change and complexity in an organization's environment.

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Environmental Complexity

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The number of components in an organization's environment and the extent of the organization's knowledge about those components.

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Stakeholders

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Any constituencies in the organization's environment that are affected by an organization's decisions or actions.

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Organizational Culture

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The shared values, principles, traditions, and ways of doing things that influence the way organizational members act and that distinguish the organization from other organizations.

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Strong Cultures

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Organizational cultures in which the key values are intensely held and widely shared

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Socialization

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The process that helps employees adapt to the organization's culture

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Workplace Spirituality

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A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.

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