Business Leadership Chapter 1 & 2

Accountability

the requirement to show performance results to a supervisor

Administrator

a manager in a public or non-profit organization

Controlling

the process of measuring performance and taking action to ensure desired results 

Discrimination

Begins once someone is unfairly treated and denied benefits/access/membership because of someone’s prejudice

Effective Manager

helps others achieve high performance and satisfaction at work.

Ethics

set moral standards of what is “goof” and “right” in one’s behaviour

Functions of Management

Planning, Organizing, Leading, Controlling

Functional Managers

responsible for one area of activity such as finance, marketing, production, personnel, accounting or sales

Globalization

The worldwide independence of resource flows, product markets, and business competition

General Managers

responsible for complex, multi-function units

Glass Ceiling Effect

an invisible barrier limiting career advancement of women and minorities

Intellectual Capital

 The  Collective brainpower and shared knowledge of the workforce that can be used to create value

Knowledge Worker

Someone whose mind is a critical asset to employers and adds to the intellectual captial of an organization 

Leading

The process of creating enthusiasm and inspiring efforts to achieve goals

Levels of Managers

Top Managers, Middle Managers, Project Managers, Team Leads/Supervisors

Lifelong Learning

the continuous learning from daily experiences

Line Managers

directly contributes to the production of basic goods/services,

Management

the prcoess of planning, organizing,

Manager

a person who supports, activates and is responsible for the works of others

Managerial Responsibilities

Their own Performance, overall performance of the team, work group,  department and/or entire organization, help__ other people achieve high performance, Financial well-being of their area of responsibility, Motivation and Reward.

Middle Managers

oversee the work of large departments or divisions

Networking

the process of creating positive relationships with people who can help advance agendas 

Open System

to interact with its environment and transforms resource inputs into outputs 

Organizing

Arranging tasks, people, and other resources to accomplish the work

Organization

a collection of people working together to acheive a common purpose

Performance Effectiveness

an output measure of task or goal accomplishment

Performance Efficiency

an input measure of resource cost associated with goal accomplishment

Planning

the process of setting objectives and determing how to accomplish them

Prejudice

the display of negative, irrational attitudes towards minorities and women

Productivity

the quantity and quality of work performance

‘Shamrock’ Organization model

Full-time workers, Contract workers and Part-Time workers

Staff Managers

use special technical expertise to advise and support line workers

Team Leader

report to middle managers and supervise non-managerial workers

Technical Skill

the ability to use expertise to perform a task with proficiency

Top Managers

guide the performance of the organization as a whole or of one of its major parts

Types of Managers

General Manager, Administrator, Line manager, staff manager and functional manager 

Upside-down pyramid

The customer is the most important person to the organization. As a consequence, the most important people to the customer are the frontline staff.

Workforce Diversity

describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation and able-bodiedness 

Work Life Metaphor

It is like surfing, you have to keep getting back on.

Working in the New Economy

Intellectual Captial, Globalization, Technology, Workforce Diversity, Ethics and Careers

Administrative Principles

The belief that management can be taught

Bureaucracy,

emphasizes formal authority, order, fairness and efficiency. It is rational and efficient form of organization founded on logic, order and legitimate authority 

Bureaucratic Organization

Organizations founded on logic, order and legitimate authority

Hawthorne Effect

The theory of psychological factors affecting productivity

Maslow’s Hierarchy of Needs

Physiological, Safety, Social, Esteem and Self actualization

Management science

quantitative analysis and applied mathematics to solve problems

motion study

involves studying a task to understand the most efficient way of working

open system

interacts wuth uts enviorment and transforms resource inputs into outputs

Personality

the profile of characteristics making a person unique from others

scientific management

emphasizes careful selection and training of workers and supervisory support

Theory X

belief that workers dislike work, lack ambition, are irresponsible, prefer to be commanded and have a resistant to change.

Theory Y

Belief that people are willing to work, are capable of self-control, accept responsibilities, are creative and are capable of self-direction.