Management: Science, Theory and Practice

Vocabulary flashcards covering the definitions, levels, functions, and roles of management based on the provided lecture notes.

Management (Terry and Ruen, 1982)

A process or form that involves the guidance and direction of a group of people toward organizational goals or objectives.

Management (Stoner, 1993)

The process of planning, organizing, leading and controlling the efforts of organization members and of using all other organizational resources to achieve stated organizational goals.

Management (Koontz, O’Donnel and Weihrich, 1980)

The establishment of an environment for group effort in such a way that individuals will contribute for group objectives with the least amount of such inputs as money, time, effort, discomfort and materials.

Management (Johnson and Stenson, 1978)

The process of working with and other people to accomplish organizational goals.

Management (Robbins and Coulter, 2001)

The process coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people.

Efficiency

A vital part of management referring to the relationship between inputs and outputs, often described as “doing things right” or not wasting resources.

Efficiency Formula

$$\text{Efficiency} = (\text{Output} / \text{Input}) \times 100\%$$

Effectiveness

Often described as “doing the right things,” it is concerned with the ends or the attainment of organizational goals.

Management as an Art

Involves proficiency in the practical application of knowledge acquired through study, experience, and observation, characterized by personal skill, creativity, and perfection through practice.

Management as a Science

A body of knowledge dealing with facts or truths systematically arranged, involving universally accepted principles, scientific experimentation, observation, and cause-and-effect relationships.

Planning

The process of setting the objectives to be accomplished by an organization during a future time period and deciding on the methods of reaching them.

Organizing

The process of identifying, subdividing, grouping, assigning and coordinating activities and providing the necessary authority to carry out the activities.

Staffing

The process of recruitment, selection, assignment and development of the various kinds of human resources required by the organization.

Directing

The process of communicating with and influencing subordinates towards the achievement of organizational goals.

Controlling

The function of monitoring performance and undertaking corrective actions to ensure the attainment of predetermined goals and objectives of the organization.

Manager

A professional who takes a leadership role in an organization, manages a team of employees, and acts as a line of communication between employees and high-level executives.

Non-managerial Employees

Staff-level employees who focus on performing specific tasks and report to higher-level managers or supervisors.

First-line Managers

Also called first-level managers or supervisors; job titles include Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, or Store manager.

Middle Managers

Leaders who report to top management and manage their team's career progression while aligning workflows with business objectives; examples include General, Branch, and Department managers.

Top Managers

The organization's senior management responsible for making organization-wide decisions and establishing policies; titles include CEO, COO, President, or Managing Director.

Figurehead Role

An interpersonal role assumed by managers when they represent their units in the outside world during ceremonial and civic activities.

Leadership Role

An interpersonal role played by managers when they initiate and coordinate activities within their units.

Liaison Role

An interpersonal role needed when unit heads interact with persons in other units within and outside the organization.

Monitor Role

An informational role where managers observe activities occurring outside of their office based on information flow from various parts of the organization.

Disseminator Role

An informational role where managers transmit information to other parts of the organization.

Spokesperson Role

An informational role requiring managers to represent and speak for their units to other units or outsiders.

Entrepreneurial Role

A decisional role involving the identification of new opportunities and developing them into new products, services, or methods.

Disturbance Handler/Problem Solver Role

A decisional role where managers identify solutions and take action to overcome problems in day-to-day operations.

Resources Allocator Role

A decisional role involving the distribution of funds, personnel, materials, and other organizational resources among users.

Negotiator Role

A decisional role involving negotiation activities that have a key impact on the performance of the manager's unit.