Chapter 1: Introduction of Management

Vocabulary flashcards covering core management principles, functions, organizational performance criteria, management roles, skills, and modern workplace shifts from Chapter 1: Introduction of Management.

Management

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

Management (Mary Parker Follett)

Defined as "the art of getting things done through people."

Manager (Peter Drucker)

An individual who gives direction to their organization, provides leadership, and decides how to use organizational resources to accomplish goals.

Planning

The management function concerned with identifying goals and resources or future organizational performance, as well as selecting appropriate courses of action.

Strategy

A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

Organizing

The management function that involves assigning tasks, delegating authority, and allocating resources so that organizational members can work together to achieve goals.

Organizational Structure

A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.

Leading

The use of influence to motivate employees to achieve organizational goals by articulating a clear vision and energizing organizational members.

Controlling

Monitoring activities, evaluating how well an organization is achieving its goals, and taking corrective action when needed to maintain or improve performance.

Organization

A social entity that is goal-directed and deliberately structured.

Organizational Performance

The organization's ability to attain its goals by using resources in an efficient and effective manner.

Effectiveness

The degree to which an organization achieves its goals; described as "doing the right things" by focusing on tasks that yield desired outcomes.

Efficiency

The use of minimal resources to produce a desired output; described as "doing things right" and maximizing output from the least amount of inputs.

Low Efficiency / High Effectiveness

A managerial situation where the manager chooses the right goals to pursue but misuses resources, resulting in a product customers want that is too expensive to buy.

High Efficiency / High Effectiveness

A managerial situation where the manager chooses the right goals and uses resources well, resulting in a product that customers want at an affordable price and quality.

High Efficiency / Low Effectiveness

A managerial situation where the manager chooses inappropriate goals but makes good use of resources, resulting in a high-quality product that customers do not want.

Low Efficiency / Low Effectiveness

A managerial situation where the manager chooses the wrong goals and makes poor use of resources, resulting in a low-quality product that customers do not want.

Conceptual Skills

The cognitive ability to see the organization as a whole system and comprehend the relationships among its parts.

Human Skills

The ability to work with and through other people and to function effectively as a group member.

Technical Skills

The understanding of and proficiency in the performance of specific tasks.

Top Managers

Executives at the apex of the organizational hierarchy who establish organizational goals, decide how departments interact, and monitor middle managers.

Middle Managers

Managers who supervise first-line managers and are responsible for determining the best ways to allocate resources to achieve organizational goals.

First-Line Managers

Supervisors directly responsible for the daily supervision and operational direction of nonmanagerial employees.

Individual Performer Identity

A specialist role characterized by performing specific tasks, getting things done through personal efforts, acting individually, and working independently.

Manager Identity

A generalist role characterized by coordinating diverse tasks, getting things done through others, building networks, and working in a highly interdependent manner.

Figurehead Role

An interpersonal role involving symbolic and ceremonial duties such as greeting visitors and signing official legal documents.

Leader Role

An interpersonal role focused on directing and motivating subordinates, providing counseling, communicating, and training employees.

Liaison Role

An interpersonal role dedicated to establishing and maintaining information links and networks both inside and outside the organization.

Monitor Role

An informational role involving seeking and gathering information by scanning periodicals, reports, and Web resources, and maintaining personal contacts.

Disseminator Role

An informational role where the manager forwards and shares gathered facts, memos, and reports with other members of the organization.

Spokesperson Role

An informational role where the manager transmits official data and statements to external stakeholders through speeches, media, and reports.

Entrepreneur Role

A decisional role that involves initiating improvement projects, identifying new opportunities, and delegating idea responsibilities to others.

Disturbance Handler Role

A decisional role requiring corrective action during crises or unforeseen roadblocks, including resolving disputes among team members.

Resource Allocator Role

A decisional role focused on scheduling, budgeting, setting priorities, and determining the distribution of money, personnel, and equipment.

Negotiator Role

A decisional role where the manager represents team or departmental interests during negotiations over budgets, supplier purchases, or union contracts.

Ineffective Communication Skills and Practices

The top-ranked cause of managerial failure, reported as a cause in $81\%$ of failures according to research by Longenecker, Neubert, and Fink (2007).

The New Workplace

A modern working environment characterized by digital technology, flexible and virtual work, an empowered and diverse workforce, and collaborative teamwork.

The Old Workplace

A traditional working environment defined by mechanical operations, structured and localized tasks, a homogeneous workforce, and autocratic management.