Term
|
Definition
| collections of people that work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes |
|
|
Term
|
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
|
Definition
| a measure of how well of how productively resources are used to achieve a goal |
|
|
Term
|
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
|
Definition
| identifying and selecting appropriate goals |
|
|
Term
|
Definition
| a cluster of decisions about what goals to pursue, what actions to take and how to use resources to achieve goals |
|
|
Term
|
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
|
Definition
| articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals. |
|
|
Term
|
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
|
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
|
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
|
Definition
| a manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals |
|
|
Term
|
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
|
Definition
| the ability to analyze and diagnose a situation and to distinguish between cause and effect |
|
|
Term
|
Definition
| the ability to understand, alter, lead and control the behavior of other individuals and groups |
|
|
Term
|
Definition
| the job-specific knowledge and techniques required to perform an organizational role |
|
|
Term
|
Definition
| the specific set of departmental skills, knowledge and experience that allows or organization to outperform another |
|
|
Term
|
Definition
| downsizing and organization by eliminating the jobs of large numbers of top, middle and first-line managers and nonmanagerial employees (sooo...everyone?) |
|
|
Term
|
Definition
| contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself |
|
|
Term
|
Definition
| the expansion on employees' knowledge, tasks and decision-making responsibilities |
|
|
Term
|
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
|
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
|
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
|
Definition
| a formal system of organization and administration designed to ensure effectiveness and efficiency |
|
|
Term
|
Definition
| the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources |
|
|
Term
|
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
|
Definition
| CEO of Comambault Mining, developer of the 14 principles of management |
|
|
Term
|
Definition
| developed principles of bureaucracy |
|
|
Term
|
Definition
| a reporting relationship in which an employee receives orders from, and reports to, only one superior. (Fayol) |
|
|
Term
|
Definition
| the chain of command extending from the top to the bottom of an organization (Fayol) |
|
|
Term
|
Definition
| the concentration of authority at the top of the managerial hierarchy (Fayol) |
|
|
Term
|
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
|
Definition
| the justice, impartiality, and fairness to which all organizational members are entitled (Fayol) |
|
|
Term
|
Definition
| the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities (Fayol) |
|
|
Term
|
Definition
| the ability to act on one's own without direction from a superior (Fayol) |
|
|
Term
|
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
|
Definition
| shared feelings of comradeship, enthusiasm or devotion to a common cause (Fayol) |
|
|
Term
|
Definition
| mother of mamangement, developed behavioral management |
|
|
Term
|
Definition
| developer of scientific management |
|
|
Term
|
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
|
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
|
Definition
| a set of negative assumptions about workers that leads to micromanaging |
|
|
Term
|
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
|
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
|
Definition
| a system that is self contained and thus not affected by changes occurring in its external environment |
|
|
Term
|
Definition
| the tendency of a closed system to lose its ability to control and thus fall apart |
|
|
Term
|
Definition
| performance gains that result when individuals and departments coordinate their actions |
|
|
Term
|
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
|
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 |
|
|
