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Organization

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This is a Systematic grouping of People brought together to accomplish some specific purpose.

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Operative employees

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These are people who physically produce an organization's goods and services by working on specific tasks. Operative employees dont generally manage or oversee the work of any other employee.

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Top management

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These are a group of people who are responsible for establishing a organization's overall objectives and developing the policies to achieve those objectives. Titles include chairman of the board, cheif executive officer, president, and senior vice president.

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Middle managers

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These are all employees below the top management level who manage other managers; responsible for establishing and meeting specific departmental or unit goals set by top management, ie. supervisors. Job titles includes; principal, vice president of finance, director of sales, division manager etc.

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Supervisor

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Supervisors are a part of an organization's management team who oversee the work of operative employees and may engage in operating tasks with their employees, and are the only managers who dont manage other managers. Job titles includes; department chair, head coach, foreman or team leader.

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First level managers

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These are managers who represents the first level in the management hierachy, (supervisors)

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Management

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This is the process of getting things done, effectively, through and with other people.

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Process

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Process is the primary activities supervisors perform.

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Efficiency

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Efficiency is doing a task right; also refers to the relationship between inputs and outputs

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Effectiveness

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Effectiveness is doing the right task; goal attainment

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Organizational levels

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Top management, middle managers, supervisors, operative employees

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Management functions

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Planning + organizing + leading + controlling = achieving

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Planning

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Is defining an organization's goals, establishing an overall strategy for achieving these goals and developing a comprehensive hierachy of plans to integrate and coordinate activities

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Organizing

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Is arranging and grouping jobs, allocating resources, and assigning work so that activities can be accomplished as planned; determining which tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and when decisions are to be made

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Leading

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Motivating employees, directing activities of others, selecting the most effective communication channel, and resolving conflicts among members.

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Controlling

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This is monitoring an organization's performance and comparing performance with previously set goals. If significant deviation exists, getting the organization back on track.

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Roles supervisors play

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Key person, person in the middle, just another worker,behavioral specialist

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Key person

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Supervisors serve as the critical communication link in the organization's chain of authority.

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Person in the middle

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Supervisors must interact and reconcile the opposing forces and competing expectations from higher management and workers.

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Just another worker

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Supervisors are excluded from participating in upper-level decisions, and operate tasks alongside the same people they supervise.

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Behavioral specialist

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To succeed in their job, supervisors must be able to understand the varied needs of their staff and be able to listen, motivate and lead.

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Hierarchy of needs

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Abraham Maslow states that a satisfied need no longer creates tension and therefore doesn't motivate. The key to motivation is to determine where an individual is along the needs hierarchy and to focus motivation efforts at the point where needs become unfulfilled.

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Basic essential needs

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Physiological, safety, social, esteem, self actualization

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Physiological

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This includes hunger, thirst, shelter, sex, and other bodily needs

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Safety

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Includes security and protection from physical and emotional harm

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Social

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Includes affection, a sense of belonging, acceptance, and friendship

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Esteem

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This includes internal factors such as self respect, autonomy, and achievement, and external factors such as status, recognition, and attention.

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Self Actualization

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This is the drive to become what one is capable of becoming; include growth, achieving one's potential, and self fulfillment.

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Becoming a Leader

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Becoming a leader requires certain skills such as technical, conceptual networking, and human relations skills.

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Technical Skills

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These are tools, procedures, and techniques that are unique to your specialized situation, this is mastering your job in your attempt to be viewed as a source of help.

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Conceptual Skills

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This is your mental ability to coordinate a variety of interests and activities, which is the ability to think in the abstract, analyze lots of information, and make connections between data.

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Networking Skills

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This an ability to socialize and interact with outsiders, those not associated with your unit.

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Human Relations Skills

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This focuses on your ability to work with, understand and motivate others around you, this includes communicating your vision effectively with your employees and those outside of your unit, and also listening to what they have to say.

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Workforce Diversity

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This is the composition of the workforce to include men, women, whites, blacks, Hispanics, asians, native americans, people with disabilities, people with diverse sexual preferences, the elderly, and so on.

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Characteristics of an organization

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All organizations have goals, people to accomplish these goals and a Systematic structure that defines the various roles of members, and that often set limits on their work behaviors.

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Organizational levels

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Top management, middle managers, supervisors, operative employees.

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Interpersonal competencies

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This is the ability to work with, understand, communicate with, and motivate other people, both individually and in groups.

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Conceptual competencies

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This is the ability to analyze and diagnose complex situations.

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Political competencies

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This is a supervisors ability to enhance his or her power base, and establish the "right" connections in the organization.

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Productivity

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Productivity is output/ labor + capital + materials

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Formal planning

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This is formulation of specific goals, writing them down and making them available for other members

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Strategic planning

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This is organizational planning that includes the establishment of overall goals and positioning an organization's products or services against the competition

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Tactical planning

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This is organizational planning that provides specific details on how overall goals are to be achieved

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Short - term plan

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This is a plan that covers a period of less than one year

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Intermediate -term plan

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This is a plan that covers a period of one to five years.

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Long - term plan

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This is a plan that covers a period in excess of five years.

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Benchmarking

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Benchmarking is the search for the best practices among competitors or non competitors that lead to their superior performance.

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ISO 9000 SERIES

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These are standards designed by the International organization for standardization that reflect a process whereby independent auditors attest that a company's factory,laboratory or office has met quality management standards.

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Six Sigma

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This is a philosophy and management process that attempts to "design in" quality as a product is being made.

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Standing plan

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This is a plan that can be used over and over again by managers faced with recurring situations.

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Policies

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These are broad guidelines for supervisory action.

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Procedures

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This is a standardized way of responding to repetitive problems; a definition of the limits within which supervisors must stay as decisions are made.

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Rule

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An explicit statement that tells employees what they ought or ought not to do .

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Single -use plan

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This is a detailed course of action used once or only occasionally to deal with a problem that doesn't occur repeatedly.

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Programme

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This is a single - use set of plans for a specific major undertaking within an organization's overall goals. Programs may be designed and overseen by top management or supervisors.

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Budget

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This is a numerical plan that expresses anticipated results in dollar terms for a specific time period; used as a planning guide as well as a control device.

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Goal setting

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This is a system by which employees jointly determine specific performance goals with their supervisors. Progress towards goals is periodically reviewed, and rewards are allocated on the basis of this progress.

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Key to effective goal setting

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Goal specifity ,participation, time limits and performance feedback

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Goal specifity

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This is a specific statement of expected accomplishments

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Participation

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This is when supervisors and employees choose goals and agree on how they will be achieved and evaluated.

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Time limits

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This is when there is a concise time in which goals will be completed.

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Performance feedback

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This is supplemented by periodic formal appraisal meetings in which supervisors and employees can review progress toward goals and further feedback can be provided.

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Decision-making process

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This is a seven step process that provides a rational and analytical way of looking at decision. This includes identifying the problem, collection of relevant information, development of alternatives,evaluation of alternative, select best alternative, implement the decision and follow up and evaluate.

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Marginal analysis

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This is a method that helps decision makers optimize returns or minimize costs by dealing with the additional cost in a particular decision, rather than the average cost.

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Decision making styles

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Directive style, analytic style, conceptual style and behavioral style

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Directive style

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People using directive style have low tolerance for ambiguity. They are efficient and logical. Directive type makes decision quickly and focus on a short run.

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Analytic style

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Analytic supervisors would be best characterized as a careful decision maker with the ability to adapt or cope with new situations.

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Conceptual style

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Conceptual types tend to be very broad in their outlook and consider many alternatives. Their focus is long range and they are very good at finding creative solutions to problems.

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Behavioral style

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These are decision makers who work well with others. They're concerned with the achievement of their employees. They're receptive to suggestions from others and rely heavily on meetings for communicating, and tries to avoid conflict and seek acceptance.

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Availability heuristic

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This is the tendency of people to base their judgements on information that is readily available to them.

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Representative heuristic

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This is the tendency of people to match the likelihood of an occurrence with something they are familiar with.

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Escalation of commitment

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This is an increased commitment to a previous decision despite negative information.

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Ringisei

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In Japanese organizations, concensus -forming decision making groups

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Well structured problems

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These are straightforward, familiar, easily defined problems

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Ill-structured problems

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These are new problems about which information is ambiguous or incomplete.

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Taft Hartlet Act

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The Taft Hartley Act passed in 1947 clearly states that any person who can "hire, suspend, transfer, lay off, recall, promote, discharge, assign, reward or discipline other employees while using independent judgment is a supervisor."

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Skill

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A skill is the ability to demonstrate a system and sequence of behavior that is functionally related to attaining a performance goal.

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Baby boomers

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These are individuals born between 1946 and 1964 and is the largest group in the workforce; they are regarded as the career climbers at the right place at the right time.

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Work specialization

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This is the process of breaking down a job into a number of steps, with each step being completed by a different individual.

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Authority

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This is rights inherent in a supervisory position to give orders and expect those orders to be obeyed.

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Line Authority

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This is the authority that entitles a supervisor to direct the work of his or her employees and to make certain decision without consulting others.

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Staff Authority

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This is a limited authority that that supports the authority by advising, servicing, and assisting.

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Functional Authority

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This is the control over individuals outside one's own direct areas of responsibility.

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Responsibility

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This is supervisory obligations such as achieving a unit's goals, keeping cocts within budget, following organizational policies, and motivating employees.

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Centralization

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This is decision making responsibility in the hands of top management

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De centralization

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This is the pushing down of decision making authority to those closest to the problems

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Departmentalization

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This is grouping departments based on work functions, product or service, target customer or client, geographic territory, or the process used to turn inputs into outputs.

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Functional departmentalization

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This is grouping activities into independent units based on functions performed.

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Product departmentalization

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This is grouping activities into independent units based on problems or issues relating to a product.

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Customer departmentalization

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This is grouping activities around common customer categories.

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Geographic departmentalization

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This is grouping activities into independent units based on geography or territory.

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Process departmentalization

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This is grouping activities around a process ; this method provides a basis for the homogeneous categorizing of activities.

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Job description

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This is a written statement of job duties, working conditions, and operating responsibilities.

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Empowerment

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This is an increase in the decision making descretion of workers.

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Delegation

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This is the allocation of duties, assignment of authority, assignment of responsibility, and creation of accountability .

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Problem

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This is a discrepancy between an existing and desired state of affairs

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Ethics

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These are rules or principles that define right or wrong conduct

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Social obligation

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This is the foundation of a business's social involvement. An organization's social obligation is fulfilled when it meets its economic and legal responsibilities.

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Social responsiveness

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This is a process guided by social norms that requires businesses to determine what is right or wrong and thus seek fundamental truths; an attempt to do those things that make society better and not to do those things that could make it worse.

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Job description

answer

This is a written statement of job duties, working conditions, and operating responsibilities.

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Empowerment

answer

This is an increase in the decision making descretion of workers.

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Delegation

answer

This is the allocation of duties, assignment of authority, assignment of responsibility, and creation of accountability .

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Problem

answer

This is a discrepancy between an existing and desired state of affairs

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Ethics

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These are rules or principles that define right or wrong conduct

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Social obligation

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This is the foundation of a business's social involvement. An organization's social obligation is fulfilled when it meets its economic and legal responsibilities.

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Social responsiveness

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This is a process guided by social norms that requires businesses to determine what is right or wrong and thus seek fundamental truths; an attempt to do those things that make society better and not to do those things that could make it worse.

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System

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This is a set of detailed methods, procedures, and routines created to carry out a specific activity.

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Expected value analysis

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A decision making tool for supervisors, that permit decision makers to place monetary value on various consequences from the selection from a particular course of action.

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Parochial

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This is the concept of seeing things solely through one's own eyes

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Span of control

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This is the number of employees a supervisor can effectively and effeciently control and direct

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Chain of command

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This is the contineous line of authority in an organization

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Unity of command

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This is a principle that states that an employee should have one and only supervisor to whom he or she is directly answerable.

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Credibility

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This is honesty, competency, and the ability to inspire

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Trust

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This is the belief in the integrity, character, and ability of a leader

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Leadership

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This is the ability an individual demonstrates to influence others to act in a particular way through direction, encouragement, sensitivity, consideration and support.

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Transactional leader

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This is a leader who guides or motivates employees in the direction of established goals by clarifying role and task requirements.

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Transformational leader

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This is an individual inspires followers to transcend self - interest for the good of the organization and who is capable of having a profound and extraordinary effect on followers.

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Concurrent control

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This is a type of control that takes place while an activity is in progress.

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Corrective Control

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This is a type of control that provides feedback after an activity is finished to prevent future deviations.

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Cost reduction programme

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This is a six step program that can guide you in reducing costs in your department, this includes; impoved methods, level the work flow, minimize waste, installation of modern equipment, invest in in employee training, and make cuts selectively.

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Just in time inventory

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This is a system in which inventory items arrive when they are needed in the production process instead of being stored instock.

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Value chain management

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The process of managing the entire sequence of integrated activities and information about product flows from start to finish --- when the product is in the hands of the ultimate user.

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Supply chain management

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This is an internally oriented process that focuses on the efficient flow of incoming materials to the organization.

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Control by exception

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This is a system that ensures that one is not overwhelmed by information on variations from standard.

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Controlling

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This is a management function concerned with monotoring activities to ensure that they are being accomplished as planned and correcting any significant deviations

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Justice view of ethics

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This is a view that requires individuals to impose and enforce rules fairly and impartially so that there is an equitable distribution of benefits and costs.

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Theory X & Theory Y

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This is a theory of Douglas McGregor, that a supervisor's view of human nature is based on a certain grouping of assumptions, and that he or she tends to mold behavior toward subordinates according to those assumptions.

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Motivation

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This is the willingness to do something conditioned upon the action's ability to satisfy some need for the individual.

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Need

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This is a physiological or psychological deficiency that makes certain outcomes seem attractive.

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Locus of control

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This is the source of control over an individual's behavior.

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Machiavellianism

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Thi is a manipulative behavior based on the belief that the ends can justify the means.

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Self-esteem

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This is the degree to which an individual likes or dislikes himself or herself.

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Self - monitoring

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This is the ability to adjust behavior to external situation factors. High self - monitors adapt easily and are capable of presenting striking contradictions between public persona's and private selves; low self monitors tends to display their true feelings and beliefs in almost every situation.

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Risk propensity

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This is a willingness to take chances, characterized by rapid decision making with the use of less information.

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Motivation -hygiene theory

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This is a theory of Fredrick Herzberg, that the opposite of satisfaction is not "dissatisfaction", but no satisfaction.

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Hygiene factors

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This is Herzberg's term for factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction.

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Need for achievement

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This is a compelling drive to succeed; an intrinsic motivation to do something better or more efficiently than it has been done before.

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Job enrichment

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This is the degree to which a worker controls the planning, execution, and evaluation of his or her work.

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Job design

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This contributing tasks to form complete jobs.

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Communication

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This is the transference and understanding of meaning.

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Encoding

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This is the conversion of a message into symbolic form.

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Message

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This is information that is sent.

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Channel

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This is the medium by which a message travels.

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Decoding

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This is a receiver's translation of a senders message.

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Feedback loop

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This is information received by the sender from a receiver regarding a message that was sent.

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Formal communication

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This is communication that addresses task-related issues and tends to follow the organization's authority chain.

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Informal communication

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This is communication that moves in any direction, skips authority levels, and is as likely to satisfy social needs as it is to facilitate task accomplishments.

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Non-verbal communication

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This is communication that is not spoken, written, or transmitted on a computer

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Body language

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These are gestures, facial configurations, and other movements of the body that communicate emotions or temperaments such as aggression, fear, shyness, arrogance, joy, and anger.

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Verbal intonation

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This is the emphasis an individual gives to words or phrases through speech.

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Grapevine

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This is the means of communication by which most operative employees first hear about important changes introduced by organizational leaders; the rumour mill.

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Roles

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This refers to the behavior patterns that correspond to the positions individuals occupy in an organization

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Richness of information

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This is a measure of the amount of information that is transmitted based on multiple information cues, immediate feedback, and the personal touch.

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Assertiveness training

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This is a technique design to make people more open and self-expressive, saying what they mean without being rude or thoughtless.

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Active listening

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This is a technique that requires an individual to "get inside" a speaker's mind to understand the communication from the speaker's point of view.

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Kaizen

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This is the Japanese term for an organization committed to continuous improvement

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Downsizing

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This is the reduction of workforce and reshaping of operations to create "lean and mean" organizations in an effort to enhance effeciency and to reduce costs.

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Contineous improvement

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This is activities in an organization that enhance processes that result in the improved quality of goods and services produced.

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Work process engineering

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This is a radical or quantum change in an organization.

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Performance appraisal

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This is a review of past performance that emphasizes positive accomplishments as well as deficiencies; a means for helping employees improve future performance.

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Appraisal process

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These are the elements of a appraisal as defined by the organization; may involve self evaluation in addition to a supervisor's input.

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Performance feedback

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This is information that lets an employee know how well he or she is performing a job.

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Intrinsic feedback

answer

This a self generated feedback.

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Extrinsic feedback

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This is feedback provided to an employee by an outside source.

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Theory X

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This theory states that employees dislike work and will will avoid it whenever possible, and must be coerced, controlled, or threatened with punishment to achieve desired goals.

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Theory Y

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This theory states that, employees can view work as natural as work or rest or play and will exercise self direction and self control if he or she is committed to the objectives.

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