Introduction to Management and Organizations

A set of vocabulary flashcards covering core concepts from the lecture notes on organizations, management, and contemporary issues.

Organization

A deliberate collection of people brought together to accomplish a specific purpose; characterized by a distinct purpose, coordinated effort, and a defined structure.

Goal

The desired outcomes or targets that guide organizational activity.

Organizational setting

The environment and framework in which managers operate, including structure, rules, and policies that guide behavior.

Manager

An individual who directs and oversees the activities of others to achieve organizational goals.

Nonmanagerial employee

A worker who performs tasks directly and does not supervise others.

Top manager

A manager at the highest level responsible for overall direction and policies (e.g., CEO, COO).

Middle manager

A manager between the top and lower levels who translates goals into actions and may supervise other managers.

First-line manager

A manager responsible for directing day-to-day activities of nonmanagerial staff; often called supervisors.

Team leader

A person who leads and facilitates a work team.

Planning

The management function of setting goals and deciding how to achieve them.

Organizing

The management function of arranging resources to accomplish goals.

Leading

The management function of directing and motivating people to achieve goals.

Controlling

The management function of monitoring performance and making corrections.

POCCC

The five traditional management activities identified by Fayol: Plan, Organize, Command, Coordinate, Control; modern form is Planning, Organizing, Leading, Controlling.

Fayol's five activities

Original five management functions identified by Fayol: Plan, Organize, Command, Coordinate, and Control.

Mintzberg's managerial roles

A framework describing managerial behavior across interpersonal, informational, and decisional roles.

Conceptual skills

The ability to analyze complex situations and understand how the parts fit together to inform decisions.

Interpersonal skills

Ability to work well with others, including communication, motivation, mentoring, and delegation.

Technical skills

Job-specific knowledge and techniques needed to perform work tasks.

Political skills

Ability to build a power base and secure necessary resources through networks and influence.

Efficiency

Doing tasks correctly and getting the most output from the least inputs.

Effectiveness

Doing the right things and achieving organizational goals.

Profit vs not-for-profit

Profit measures performance for for-profit organizations; not-for-profit entities lack a universal profit measure and focus on mission and sustainability.

Small business

An independent business with fewer than 500 employees; typically less formal and outward-facing than large firms.

Sustainability

Managing to create long-term value by integrating economic, environmental, and social considerations.