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MGT 3003 - Exam 1
Vocab for MGT 3003 - Spring 2012
71
Management
Undergraduate 3
01/10/2012

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Term
organizations (Ch 1)
Definition
collections of people that work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes
Term
management(Ch 1)
Definition
the planning, organizing leading and controlling of human and other resources to achieve organizational goals efficiently and effectively
Term
organizational performance(Ch 1)
Definition
a measure of how efficently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
Term
efficiency(Ch 1)
Definition
a measure of how well of how productively resources are used to achieve a goal
Term
effectiveness(Ch 1)
Definition
a measure of appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals
Term
essential managerial tasks (Ch 1)
Definition
planning, organizing, leading, controlling
Term
planning (Ch 1)
Definition
identifying and selecting appropriate goals
Term
strategy (Ch 1)
Definition
a cluster of decisions about what goals to pursue, what actions to take and how to use resources to achieve goals
Term
organizing (Ch 1)
Definition
structuring working relationships in a way that allows organizational members to work together to achieve organizational goals
Term
organizational structure (Ch 1)
Definition
a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals
Term
leading (Ch 1)
Definition
articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals.
Term
controlling (Ch 1)
Definition
evaluating how well an organization is achieving its foals and taking action to maintain or improve performance
Term
Mintzberg's Typology (Ch 1)
Definition
the identification of 10 roles that capture the nature of managerial work
Term
Decisional Type (Ch 1)
Definition
Includes entrepreneur, disturbance handler, resource allocator, negotiator
Term
Interpersonal Type (Ch 1)
Definition
Includes figurehead, leader, liaison
Term
Informational Type (Ch 1)
Definition
Includes monitor, disseminator, spokesperson
Term
department (Ch 1)
Definition
a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs
Term
first-line manager (Ch 1)
Definition
a manager who is responsible for the daily supervision of nonmanagerial employees
Term
middle manager (Ch 1)
Definition
a manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals
Term
top manager (Ch 1)
Definition
a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers
Term
top management team (Ch 1)
Definition
a group composed of the CEO, COO, President, and the heads of the most important departments
Term
conceptual skills (Ch 1)
Definition
the ability to analyze and diagnose a situation and to distinguish between cause and effect
Term
human skills (Ch 1)
Definition
the ability to understand, alter, lead and control the behavior of other individuals and groups
Term
technical skills (Ch 1)
Definition
the job-specific knowledge and techniques required to perform an organizational role
Term
core competency (Ch 1)
Definition
the specific set of departmental skills, knowledge and experience that allows or organization to outperform another
Term
restructuring (Ch 1)
Definition
downsizing and organization by eliminating the jobs of large numbers of top, middle and first-line managers and nonmanagerial employees (sooo...everyone?)
Term
outsourcing (Ch 1)
Definition
contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself
Term
empowerment (Ch 1)
Definition
the expansion on employees' knowledge, tasks and decision-making responsibilities
Term
self-managed team (Ch 1)
Definition
a group of employees who assume responsibility for organizing, controlling, supervising their own activities and monitoring the quality of the goods and services they provide
Term
global organizations (Ch 1)
Definition
organizations that operate and compete in more than one country
Term
competitive advantage (Ch 1)
Definition
the ability of one organization to outperform others because it produced desired goods or services more efficiently and effectively
Term
innovation (Ch 1)
Definition
the process of creating new or improved goods and services or developing better ways to produce or provide them
Term
turnaround management (Ch 1)
Definition
the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper
Term
job specialization (2)
Definition
the process by which a division of labor occurs as different workers specialize in different tasks over time
Term
scientific management (2)
Definition
the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency
Term
administrative management(2)
Definition
the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness
Term
bureaucracy(2)
Definition
a formal system of organization and administration designed to ensure effectiveness and efficiency
Term
authority(2)
Definition
the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
Term
norms(2)
Definition
unwritten, informal codes of conduct
Term
standard operating procedures (SOPs)(2)
Definition
specific set of written instructions about how to perform a certain aspect of a task
Term
Henri Fayol(2)
Definition
CEO of Comambault Mining, developer of the 14 principles of management
Term
Max Weber(2)
Definition
developed principles of bureaucracy
Term
unity of command (2)
Definition
a reporting relationship in which an employee receives orders from, and reports to, only one superior. (Fayol)
Term
line of authority(2)
Definition
the chain of command extending from the top to the bottom of an organization (Fayol)
Term
centralization(2)
Definition
the concentration of authority at the top of the managerial hierarchy (Fayol)
Term
unity of direction (2)
Definition
the singleness of purpose that makes possible the creation of one plan or action to guide managers and workers as they use organizational resources (Fayol)
Term
equity(2)
Definition
the justice, impartiality, and fairness to which all organizational members are entitled (Fayol)
Term
order (2)
Definition
the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities (Fayol)
Term
initiative (2)
Definition
the ability to act on one's own without direction from a superior (Fayol)
Term
discipline (2)
Definition
obedience, energy, application, and other outward marks of respect for a superior's authority (Fayol)
Term
remuneration of personnel (2)
Definition
reward systems including bonuses and profit-sharing plans (Fayol)
Term
stability of tenure of personnel (2)
Definition
long-term employment (Fayol)
Term
subordination of individual interests to the common interest(2)
Definition
the interests of the organization must take precedence over the interest of any individual or group for the organization to survive (Fayol)
Term
esprit de corps(2)
Definition
shared feelings of comradeship, enthusiasm or devotion to a common cause (Fayol)
Term
Mary Parker Follett(2)
Definition
mother of mamangement, developed behavioral management
Term
FW Taylor (2)
Definition
developer of scientific management
Term
Hawthorne effect (2)
Definition
the finding that a manager's behavior or leadership approach can affect workers' level of performance
Term
human relations movement(2)
Definition
a management approach that advocates the idea that supervisors should receive behavioral training to manage in ways that elicit cooperation and productivity
Term
informal organization(2)
Definition
the system of behavioral rules and norms that emerge in a group
Term
organizational behavior(2)
Definition
the study of the factors that have an impact on how individuals and groups respond to and act in organizations
Term
Theory X(2)
Definition
a set of negative assumptions about workers that leads to micromanaging
Term
Theory Y(2)
Definition
a set of positive assumptions about workers that leads to creation of goals, self-direction and imaginative workers
Term
management science theory(2)
Definition
an approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources (MIS, TQM, Ops Man, QM)
Term
organizational environment(2)
Definition
set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources
Term
open system (2)
Definition
a system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers.
Term
closed system(2)
Definition
a system that is self contained and thus not affected by changes occurring in its external environment
Term
entropy (2)
Definition
the tendency of a closed system to lose its ability to control and thus fall apart
Term
synergy(2)
Definition
performance gains that result when individuals and departments coordinate their actions
Term
contingency theory(2)
Definition
the idea that the organizational structures and control systems managers choose depend on characteristics of the external environment in which it operates
Term
mechanistic structure (2)
Definition
an organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised
Term
organic structure (2)
Definition
an organizational structure where authority is decentralized to middle and first line managers, and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected
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