1-6 management

Planning

The management function concerned with defining goals for future performance and how to attain them.

Effectiveness

The degree to which the organization achieves its stated goals.

Efficiency

The amount of resources, including raw materials, money, and people, used to produce a desired volume of output.

Performance

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

Conceptual skill

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

Father of scientific management

Frederick Winslow Taylor.

Slogan

A phrase.

Four management functions

Planning, organizing, leading, and controlling.

Organizing

The deployment of organizational resources to achieve strategic goals; involves assigning tasks, grouping tasks into departments, and allocating resources.

Leading

Using influence to motivate employees to achieve the organization's goals.

Controlling

Monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as necessary.

Organization

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

Human skill

A manager's ability to work with and through other people and to work effectively as part of a group.

Technical skill

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

Top manager

A manager at the top of the organizational hierarchy who is responsible for the entire organization.

Top manager responsibilities

Setting organizational goals, defining strategies, monitoring and interpreting the external environment, and making decisions that affect the entire organization.

Middle managers

Managers who work at the middle level of the organization and are responsible for a major division or department.

Project manager

A manager responsible for a specific work project involving people from various functions and organizational levels.

First-line managers

Managers at the first or second level of the hierarchy who directly oversee production employees.

Functional managers

Managers responsible for departments that perform a single functional task, such as finance or marketing.

Line managers

Managers responsible for manufacturing and marketing departments that make or sell the product or service.

Staff managers

Managers in departments such as finance and human resources that support line departments.

General managers

Managers responsible for several departments that perform different functions.

Time management

The effective use of time, a perishable resource, to meet deadlines, make decisions, and reduce stress that can affect decision-making and organizational performance.

Role

A set of expectations for one's behavior.

Informational roles

Activities used to maintain and develop an information network.

Monitor (informational role)

Seeks and receives information.

Disseminator (informational role)

Forwards information to organizational members through memos, reports, and phone calls.

Spokesperson (informational role)

Transmits information to outsiders through speeches and reports.

Interpersonal roles

Roles that pertain to relationships with others and are related to human skills.

Figurehead (interpersonal role)

Performs ceremonial and symbolic duties, such as greeting visitors and signing legal documents.

Leader (interpersonal role)

Directs and motivates subordinates, trains, counsels, and communicates with them.

Liaison (interpersonal role)

Maintains a network of outside contacts who provide favors and information.

Decisional roles

Roles concerning events about which a manager must make choices and take action.

Entrepreneur (decisional role)

Initiates improvement projects, identifies new ideas, and delegates responsibility for ideas to others.

Disturbance handler (decisional role)

Takes corrective action during conflicts or crises and resolves disputes among subordinates.

Resource allocator role

Decides who receives resources and in what amounts.

Negotiator

Represents the interests of a team or department during negotiations over budgets, union contracts, and purchases.

Jugaad / frugal engineering

An innovation mindset that strives to meet customers' immediate needs quickly and inexpensively.

Social forces

Aspects of society that guide and influence relationships among people, including values, needs, and standards of behavior.

Social contract

Unwritten, common rules and perceptions about relationships among people and between employees and management.

Political forces

The influence of political and legal institutions on people and organizations.

Economic forces

Forces that affect the availability, production, and distribution of society's resources.

Classical perspective

A rational, scientific approach to management that seeks to turn organizations into efficient operating machines.

Scientific management

A subfield of the classical perspective that emphasizes scientifically determined changes in management practices to improve labor productivity.

Bureaucratic organization approach (Max Weber)

Emphasizes impersonal, rational management through clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.

Characteristics of Weberian bureaucracy

Division of labor with clear authority and responsibility; hierarchical positions; rules and procedures; separation of management and ownership; written records of administrative acts and decisions; selection and promotion based on technical qualifications.

Administrative principles approach (Henry Fayol)

A classical perspective that focuses on the total organization and identifies planning, organizing, commanding, coordinating, and controlling as management functions.

Unity of command

Each subordinate receives orders from only one superior.

Division of work

Managerial and technical work can be specialized to produce more and better work with the same effort.

Unity of direction

Similar activities in an organization should be grouped together under one manager.

Scalar chain

A chain of authority extending from the top to the bottom of the organization and including every employee.

Humanistic perspective

Emphasizes understanding human behavior, needs, and attitudes in the workplace.

Human relations movement

Stresses the satisfaction of employees' basic needs as the key to productivity.

Hawthorne studies

A series of research efforts that helped shape ideas about how managers should treat workers.

Human resources perspective

Suggests that jobs should meet people's higher-level needs by allowing employees to use their full potential.

Hawthorne effect

The possibility that researchers influence an experiment's outcome by being closely involved with research subjects.

Behavioral sciences approach

Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in organizations.

Management science / quantitative perspective

Uses mathematics, statistical techniques, and computer technology to facilitate management decision-making, particularly for complex problems.

Quants

Financial managers and others who base decisions on complex quantitative analysis, assuming advanced mathematics and computer technology can help predict market behavior.

Three subsets of management science

Operations research, operations management, and information technology.

Systems thinking

Looking beyond individual parts of an organizational situation to understand the changing interactions among the parts.

System

A set of interrelated parts that function as a whole to achieve a common purpose.

Subsystems

Parts of a system that depend on one another for their functioning.

Synergy

A concept stating that the whole is greater than the sum of its parts.

Contingency view

The view that what works in one organizational situation might not work in another.

Total quality management (TQM)

An approach focused on managing the entire organization to deliver quality to customers.

Social media programs

Online community pages, social media sites, microblogging platforms, and company forums that enable electronic interaction with employees, customers, partners, and other stakeholders.

Supply chain management

Managing the sequence of suppliers and purchasers through all stages, from obtaining raw materials to distributing finished goods to consumers.

Customer relationship management (CRM)

Systems that use information technology to maintain close customer relationships, collect and manage customer data, and provide superior customer value.

Organizational environment

All elements outside the organization's boundary that have the potential to affect it.

General environment

Elements that indirectly influence all organizations within an industry and include several dimensions.

Task environment

Sectors that conduct day-to-day transactions with an organization and directly influence its basic operations and performance.

Organizational ecosystem

Organizations in the task and general environments that provide the resource and information transactions, flows, and linkages needed for an organization to thrive.

Dimensions of the general environment

Social, economic, legal-political, international, natural, and technological dimensions.

Internal environment

All elements within the organization's boundaries.

International dimension

Events originating in foreign countries and opportunities for companies in other countries.

Technological dimension

Scientific and technological advances in society.

Economic dimension

The general economic health of the country or region in which an organization operates.

Legal-political dimension

Government regulations at local, state, and federal levels, as well as political activities designed to influence company behavior.

Natural dimension

Elements occurring naturally on Earth, including plants, animals, rocks, air, water, and climate.

Competitors

Organizations in the same industry or type of business that compete for the same customers.

Customers

People and organizations that acquire goods or services from an organization.

Labor market

People available for hire by an organization.

Suppliers

Organizations that provide the raw materials used to produce an organization's output.

Strategic issues

Events or forces that alter an organization's ability to achieve its goals.

Interorganizational partnership

A relationship that reduces boundaries and increases collaboration with other organizations.

Boundary-spanning roles

Roles that link and coordinate an organization with key elements in its external environment.

Merger

An event in which two or more companies combine to become one.

Joint venture

A strategic alliance or program created by two or more organizations.

Culture

The set of key values, beliefs, understandings, and norms shared by members of an organization.

Symbol

An object, act, or event that conveys meaning to others.

Hero

A figure who exemplifies the deeds, character, and attributes of a strong culture.

Story

A narrative based on true events that is frequently repeated and shared among organizational employees.

Ceremony

A planned activity at a special event.

Four types of culture

Adaptability, achievement, involvement, and consistency.

Adaptability culture

A culture with values that support interpreting environmental signals and translating them into new behavioral responses.

Achievement culture

A results-oriented culture that values competitiveness, personal initiative, and achievement.

Involvement culture

A culture that highly values meeting employees' needs, cooperation, and equality.

Consistency culture

A culture that values and rewards a methodical, rational, and orderly way of doing things.