Learn: mgmt100 | Quizlet

leading

the process of influencing others to achieve group or organisational goals

leadership

using influence to motivate employees to do their best

controlling

monitoring activities and performance against desired results, and making corrections

planning

setting future objectives and determining how to accomplish them

organising

the grouping, assigning and coordinating of tasks, resources and responsibilities for task accomplishment

power of position

hard power - based on what managers can offer to others eg. rewards, coercion, 'do this because i said so'

power of person

soft power - based on how managers are viewed by others eg. expert or referent (employees like to identify)

management

the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources

effectiveness

management responsibility, doing the right thing, measure of task

efficiency

management responsibility, doing things right, measure of resource cost associated with goal accomplishment

servant leadership

others-focused, transcends self-interest to serve others, the organisation and society

situational leadership model

leaders adjust their styles based on the readiness (how able of confident) of followers to perform

contingency approach

although certain traits important, leaders adjust their leadership style to the situation

top managers

top of hierarchy, responsible for whole organisation - most conceptual, human, least technical

middle managers

responsible for business departments and units - some conceptual, human, some technical

first line managers

responsible for production of goods and services and smaller work groups - least conceptual, human, most technical

functional manager

responsible for departments that perform a specific task

general manager

responsible for self-contained divisions and all functional departments within it

motivation

set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal

self determination theory

motivation lies on a continuum of self-determination, from intrinsic (interest, satisfaction) to extrinsic (rewards, punishment) motivation

maslow's hierarchy of needs theory

needs are deficiencies a person is motivated to satisfy - physiological, safety and security, love and belonging, self-esteem, self-actualization

goal setting theory

must be challenging and specific, accepted by setting collaboratively, and have feedback

adam's equity theory

people are motivated to seek social equity in the rewards they expect for their performance

Art I TT

Kāwanatanga - Granted Crown authority to establish government to exercise some authority and regulation over settler population

Art II

Tino Rangatiratanga - Granted fullest expression of independence and self-determination

Art III

rights of citizenship, Māori are entitled to the same rights as the settler population

legal personhood

Te Urewera, Whanganui river

TT principles

partnership and consultation, protection, participation

planning process

mission statement, goals, plans, implement

mission statement

a unique broad declaration of the basic purpose and scope of the organisation that distinguishes it from others

goals should be

challenging, attainable, specific and measurable,

time limited, relevant

single use plans

developed to achieve goals unlikely to be repeated eg. projects

standing plans

ongoing plans that provide guidance for tasks performed repeatedly within the organisation eg. policies

work specialisation/job design

specification of task activities associated with a particular job - simplification, rotation, enlargement

departmentalisation

the clustering of individuals into units, units in larger units and departments in order to facilitate achieving organisational goals

divisional

the more differentiation between an organisation's parts, the more complex it becomes

Integration

level of coordination achieved among an organisation's internal unit - low to high formalisation (rules)

centralisation

the degree to which decision making is made at a single point in the organisation