Principles of Management Test 1

Flashcard maker : Lily Taylor
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
First Line Managers
Managers at the lowest level of management who manage the work of non-managerial employees. (Shift Managers, Office Managers, Department Managers)
Middle Managers
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)
Top Managers
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)
A deliberate arrangement of people to accomplish some specific purpose
Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively
Doing things right, or getting the most output from the least amount of input
Doing the right things, or doing those work activities that will result in achieving goals
Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
Management function that involves working with and through people to accomplish organizational goals
Management function that involves arranging and structuring work to accomplish the organization’s goals
Management function that involves monitoring, comparing, and correcting work performance
Managerial Roles
Specific actions or behaviors expected of and exhibited by a manager
Interpersonal Roles
Managerial roles that involve people and other duties that are ceremonial and symbolic in nature
Informational Roles
Managerial roles that involve collecting, receiving, and disseminating information
Decisional Roles
Managerial roles that revolve around making choices
Technical Skills
Job-specific knowledge and techniques needed to proficiently perform work tasks. Tend to be more important for lower level managers.
Human Skills
The ability to work well with other people and in a group.
Conceptual Skills
The ability to think and conceptualize about abstract and complex situations. Tend to be more important to Top Managers.
Social Media
Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.
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.
Universality of Management
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.
Division of Labor (Job Specialization)
The breakdown of jobs into narrow and repetitive tasks. Adam Smith – The Wealth of Nations
Industrial Revolution
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.
Classical Approach
First studies of management, which emphasized rationality and making organizations and workers as efficient as possible.
Scientific Management
An approach that involves using the scientific method to find the “one best way” for a job to be done.
A classification scheme for labeling basic hand motions
General Administrative Theory
An approach to management that focuses on describing what managers do and what constitutes good management practice
Principles of Management
Fundamental rules of management that could be applied in all organizational situations and taught in schools. Henry Fayol provides 14 Principles of Management.
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
Organizational Behavior
The study of the actions of people at work.
Hawthorne Studies
A series of studies during the 1920’s and 1930’s that provided new insights into individual and group behavior.
Quantitative Approach
The use of quantitative techniques to improve decision making.
Total Quality Management, TQM
A philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations.
A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
Closed System
Systems that are not influenced by and do not interact with their environment.
Open Systems
Systems that interact with their environment.
Contingency Approach
A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing.
Omnipotent View of Managment
The view that managers are directly responsible for an organizations success or failure.
Symbolic View of Management
The view that much of an organization’s success or failure is due to external forces outside manager’s control.
External Environment
Those factors and forces outside the organization that affect its performance.
Environmental Uncertainty
The degree of change and complexity in an organization’s environment.
Environmental Complexity
The number of components in an organization’s environment and the extent of the organization’s knowledge about those components.
Any constituencies in the organization’s environment that are affected by an organization’s decisions or actions.
Organizational Culture
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.
Strong Cultures
Organizational cultures in which the key values are intensely held and widely shared
The process that helps employees adapt to the organization’s culture
Workplace Spirituality
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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