Interpersonal roles 

figurehead, leader, liaison role (serving as coordinator for link among people, groups, or organizations

Informational roles

– monitor, disseminator, spokesperson

Decisional roles 

entrepreneur, disturbance handler, allocator, negotiator.

Technical skills 

o   skills necessary to accomplish or understand the specific kind of work being done in an organization.

Interpersonal skills

the ability to communicate with, understand, and motivate both individuals and groups

Conceptual skills 

the manager’s ability to think in the abstract

Diagnostic skills 

the manager’s ability to visualize the most appropriate response to a situation

Communication skills

  the manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others

The science and art of management  

using scientific approach and quantitative models and decision-making techniques to arrive at “correct” decisions. Art is to rely on communication and concepts

The classical management perspective 

·      consists of two distinct branches – scientific management and administrative management

Theory x

 people do not like work try to avoid it so managers have to control, direct, threaten, and people prefer it this way and have little ambition

Theory y

   people do not naturally dislike work, work is natural part of their lives, people are committed to goals, both seek and accept responsibility, people are bright but under most organizational conditions their potential is underutilized.

Definition of the quantitative management perspective 

   applies quantitative techniques to management

Synergy

two or more subsystems working together to produce more than the total of what they might produce working alone

Entropy

a normal process leading to system decline

Universal perspective 

o   an attempt to identify the one best way to do something

Contingency perspective

o   suggest that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements

General environment 

the set of broad dimensions and forces in an organizations surroundings that create its overall context

Task environment 

o   specific organizations or groups that influence and organization

Internal environment 

o   the conditions and forces within an organization

External environment 

o   everything outside an organizations boundaries that might affect it

Organizational culture 

·      the set of values, beliefs, behaviors, customs, and attitudes that helps the members of the organization understand what it stands for, how it does things, and what it considers important

Environmental complexity and dynamism

o   Unpredictability created by environmental change and complexity

Porter’s five competitive forces

·      the threat of new entrants, competitive rivalry, the threat of substitute products, the power of buyers, and the power of suppliers.

Ethics

o   an individual’s personal beliefs about whether a behavior, action, or decision is right or wrong

Managerial ethics 

 standards of behavior that guide individual managers in their work

Organizational stakeholders

person or organization who is directly affected by the practices of an organization and has a stake in its performance

Arguments for social responsibility

 business creates problems and should therefore help to solve them, corporations are citizens in our society, business often has the resources necessary to solve problems, business is a partner in our society, along with the government and the general population

Arguments against social responsibility

the purpose of business in the US society is to generate profit for owners, involvement in social programs gives business too much power, there is potential for conflicts of interest, business lacks the expertise to manage social programs.

Three different elements of the global economy 

 1) mature market economies and systems, high-potential/high-growth economies, and other economies

Definition of infrastructure 

·      the schools, hospitals, power plants, railroads, highways, ports, communication systems, airfields, and commercial distribution systems of a country.

Tariff

  a tax collected on goods shipped across national boundaries

Quota

o   a limit on the number or value of goods that can be traded

Export restraint agreements 

o   accords reached by governments in which countries voluntarily limit the volume or value of goods they export to or import from one another

Economic community 

a set of countries that agree to markedly reduce or eliminate trade barriers among member nations

Definition of organizational mission 

·      a statement of an organizations fundamental purpose

Strategic goal 

o   a goal set by and for top management of the organization

Tactical goal 

o   a goal set by and for the middle managers of the organization

Operational goal 

o   a goal set by and for lower level managers of the organization

Long-range plan 

a plan that covers many years, perhaps even decades; common long-range plans are for five years or more

Intermediate plan 

a plan that generally covers from one to fie years

Short plan 

a plan that generally covers a span of one year or less

Contingency planning 

·      – the determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate

Single-use plan 

o   developed to carry out a course of action that is not likely to be repeated in the future

Standing plans 

o   developed for activities that recur regularly over a period of time

Barriers to goal setting and planning 

·      inappropriate goals, improper reward system, dynamic and complex environment, reluctance to establish goals, Resistance to change, constraints

Overcoming the barriers to goal setting and planning 

·      understanding the purposes of goals and planning, communication and participation, consistency, revision, and updating, effective reward system

Programmed decisions 

·      a decision that is fairly structured or recurs with some frequency (or both)

Nonprogrammed decision 

a decision that is relatively unstructured and occurs much less often than a programmed decision

Classical decision model 

a prescriptive approach to decision making that tells managers how they should make decisions; assumes that managers are logical and rational and that their decisions will be in the best interests of the organization

Steps in rational decision making, especially evaluating alternatives 

o   6) Follow up and evaluate the results of the chosen alternative

The administrative model of decision making 

·      – a decision-making model that argues that decision makers 1) use incomplete and imperfect information, 2) are constrained by bounded rationality, and 3) tend to “satisfice” when making decisions