Term
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Definition
| A systematic grouping of people brought together to accomplish some specific purpose. |
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Term
| Characteristics of Organization |
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Definition
| People, Purpose, Systematic Structure |
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Term
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Definition
| Typically expressed in terms of goal or goals. |
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Term
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Definition
| Defines roles of members, sets limits on their work behavior. |
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Term
| What are the four organizational levels? |
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Definition
| Operative employees, first-level managers (supervisors), middle management, top management |
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Term
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Definition
| Employees who physically produce an organization’s goods and services by working on specific tasks. |
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Term
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Definition
| Part of an organization’s management team, supervisors oversee the work of operative employees and are the only managers who don’t manage other managers. |
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Term
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Definition
| 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. |
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Term
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Definition
| A group of people responsible for establishing an organization’s overall objectives and developing the policies to achieve those objectives. |
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Term
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Definition
| A supervisor is any person who can “…hire, suspend, transfer, lay off, recall, promote, discharge, assign, reward, or discipline other employees while using independent judgment.” |
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Term
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Definition
| The process of getting things done, effectively and efficiently, through and with other people |
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Term
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Definition
| Doing a task right; also refers to the relationship between inputs and outputs. |
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Term
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Definition
| Doing the right task; Goal attainment. |
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Term
| What are the four management functions? |
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Definition
| Planning, Organizing, Leading, Controlling |
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Term
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Definition
| Defining organizational goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities |
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Term
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Definition
| 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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Term
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Definition
| Motivating employees, directing activities of others, selecting the most effective communication channel, and resolving conflicts among members |
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Term
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Definition
| Monitoring an organization’s performance and comparing performance with previously set goals. If significant deviations exist, getting the organization back on track |
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Term
| What management functions do supervisors focus on? |
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Definition
| Focus is on short-term, tactical planning and structuring jobs of individuals and work groups. |
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Term
| What management functions do top management focus on? |
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Definition
| Focuses on long-term, strategic planning and structuring the overall organization |
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Term
| In the past supervisors were expected to: |
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Definition
| Supervise closely, discipline when the rules are broken, admonish employees to “Shape up or ship out!” |
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Term
| In the present supervisors are expected to be: |
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Definition
| Trainer, advisor, mentor, facilitator, coach. |
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Term
| What key roles do the supervisors play? |
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Definition
| Key person, person in the middle, behavioral specialist, just another worker |
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Term
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Definition
| The critical link in the organization’s chain of authority. |
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Term
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Definition
| The reconciler (buffer) between the opposing forces and competing expectations of higher management and workers. |
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Term
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Definition
| Because they perform tasks alongside the same people they manage, supervisors are often thought of as no more than operatives themselves. |
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Term
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Definition
| Supervisors must be able to understand the varied needs of their staff and be able to listen, motivate, and lead. |
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Term
| How is a supervisor a boss? |
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Definition
| Traditional “authority figure”, keep employees in line, Decide, Direct, Order, Control. |
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Term
| How is a supervisor a coach? |
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Definition
| They must develop their employees, clarify responsibilities and goals, motivate employees to higher levels of performance, and represent their workgroup’s interests within the organization. Listen,Guide,Train,Assist. |
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Term
| What makes the transition to supervisor difficult? |
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Definition
Now you’re a troubleshooter, juggler, and quick-change artist.Problem solver, decision-maker, resource allocator.Unrelenting workload/pace.
Simultaneous problems with constant interruptions. Now you have to get things done through others.Technical “know-how” not enough anymore administrative duties.Dealing with personal problems, counseling, providing leadership. |
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Term
| What are some negative aspects of being a supervisor? |
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Definition
| Longer work hours, including possibility of having to come in on “off” days.Seemingly endless pile of paperwork to complete. May actually reduce your pay; i.e., you don’t get paid overtime pay now. |
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Term
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Definition
| Ability to understand technical aspects of the job and the ability to understand what each worker does. |
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Term
| Interpersonal Competencies |
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Definition
| Understanding, communicating, motivating. |
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Term
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Definition
| Mental ability to analyze and diagnose complex situations |
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Term
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Definition
| The ability to enhance power and to establish the “right” connections. |
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Term
| What competencies are important to what levels of management? |
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Definition
Interpersonal competencies = all levels
Technical Competencies = the lower the level of management the more important it is
Conceptual Competencies = the higher level of management the more important it is
Political Competencies = the higher level of management the more important it is |
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Term
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Definition
| The ability to demonstrate a system and sequence of behavior that is functionally related to attaining a performance goal. |
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