Management Roles, Skills, and Motivation – Lecture Review

Vocabulary flashcards summarizing key terms on managerial roles, types, skills, motivation, and organizational structure from the lecture notes.

Role

A set of connected behaviors, rights, obligations, beliefs, and norms expected of a person in a social situation.

Manager

An individual who supervises, sustains, upholds, and assumes responsibility for the work of others in an organization.

Problem-solver Manager

Manager who concentrates on finding solutions to every company problem.

Pitchfork Manager

Manager who motivates by threats, pushing employees toward goals through fear.

Pontificating Manager

Manager who lacks strategy or preparation, yields inconsistent results, but excels at making others feel at ease by listening.

Presumptuous Manager

Self-centered manager who is not a team player and works mainly for personal gain.

Perfect Manager

Manager open to change and growth, focused on facts and figures about products or services.

Passive Manager

Crowd-pleasing manager whose desire to keep everyone happy reduces drive and assertiveness.

Interpersonal Roles

Managerial roles involving human interaction and providing information and ideas; include Figurehead, Leader, Liaison.

Figurehead Role

Managerial role with social, ceremonial, and legal responsibilities, serving as a source of inspiration.

Leader Role

Role in which a manager directs and motivates team members and manages their performance.

Liaison Role

Role that requires networking and communicating with internal and external contacts on behalf of the organization.

Informational Roles

Managerial roles focused on processing information; include Monitor, Disseminator, Spokesperson.

Monitor Role

Role in which a manager seeks environmental information and monitors team productivity and well-being.

Disseminator Role

Role where a manager distributes relevant information to colleagues and team members.

Spokesperson Role

Role in which the manager represents and speaks for the organization to external audiences.

Decisional Roles

Managerial roles that involve using information to make decisions; include Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator.

Entrepreneur Role

Role that involves initiating and managing change, solving problems, and generating new ideas.

Disturbance Handler Role

Role in which a manager addresses unexpected obstacles and mediates conflicts.

Resource Allocator Role

Role that involves deciding where to apply organizational resources such as funding and staff.

Negotiator Role

Manager’s role in leading or participating in important negotiations for the team or organization.

Technical Skills

Ability to use specialized techniques, tools, machines, software, and sales or marketing methods to meet objectives.

Conceptual Skills

Ability for abstract thinking, seeing the organization as a whole, analyzing problems, and devising creative solutions.

Human (Interpersonal) Skills

Ability to interact, relate, and work effectively with people, leveraging human potential and motivating employees.

Planning

Essential management skill of setting goals and outlining steps to achieve them.

Communication

Essential skill of exchanging information clearly with stakeholders inside and outside the organization.

Decision-Making

Skill of evaluating options and selecting the best course of action.

Delegation

Skill of assigning tasks and authority to others while maintaining accountability.

Problem-Solving

Skill of identifying issues and determining effective solutions.

Motivating

Skill of inspiring and encouraging employees to achieve high performance.

Intrinsic Motivation

Drive that comes from internal satisfaction or personal interest in a task, done for enjoyment or fulfillment.

Extrinsic Motivation

Drive stemming from external rewards or outcomes controlled by others, such as pay or recognition.

Hierarchy of Management Levels

Three-tier structure of authority: Senior, Middle, and Lower management levels.

Senior Management Level

Top level with highest authority and accountability in an organization.

Middle Management Level

Level that translates senior directives into operational plans and supervises lower management.

Lower Management Level

Front-line supervisors who directly oversee non-managerial employees.

Stakeholders

Groups or individuals affected by an organization’s actions, policies, or decisions (e.g., suppliers, customers, employees).

Subordinates

Employees under the authority or control of a superior or manager within an organization.