Management Chapters 1 & 2

management

the art of getting things done though people

organization

a group of people who work together to achieve some specific purpose

efficiency

the means - to be efficient is to use resources (people, money, raw materials, and the like) wisely and cost-effectively. 

effectiveness

the ends - to be effective means to achieve results, to make the right decisions, and to successfully carry them out so that they achieve the organization’s goals.

multiplier effect

your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone

planning

you set goals and decide how to achieve them

organizing

you arrange tasks, people, and other resources to accomplish work

leading

you motivate, direct, and otherwise influence people to work hard to achieve the organization’s

controlling

you monitor performance, compare it with goals, and take corrective action as needed

top managers

make long-term decisions about the overall direction of the organization and establish objectives, policies, and strategies for it

middle managers

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. 

first-line managers

 make short-term operating decisions, directing the daily tasks of non managerial personnel, who are, of course, all those people who work directly at their jobs but don't oversee the work of others

team leaders

 facilitate team members’ activities to help teams achieve their goals

nonmanagerial employees

either work alone on tasks or with others on a variety of teams

functional manager

responsible for just one organizational activity

general manager

 responsible for several organizational activities

for-profit organizations

for making money

nonprofit organizations

for offering services

mutual-benefit organizations

for aiding members

mindfulness

the state of being fully aware of what is happening in the present moment without reacting or applying judgment

interpersonal roles

figurehead, leader, and liaison

informational roles

monitor, disseminator, and spokesperson

decisional roles

entrepreneur, disturbance handler, resource allocator, and negotiator

technical skills

consist of the job-specific knowledge needed to perform well in a specialized field

conceptual skills

consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together

human skills

consist of the ability to work well in cooperation with other people to get things done

soft skills

interpersonal “people” skills needed for success at all levels

competitive advantage

the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them

e-commerce

the buying and selling of goods and services over computer networks

e-business

using the internet to facilitate every aspect of running a business

Information technology application skills

reflect the extent to which you can effectively use information technology and learn new applications on an ongoing basis

cloud computing

the storing of software and data on gigantic collections of computers located away from a company’s principal site

databases

computerized collections of interrelated files

big data

stores of data so vast that conventional database management systems cannot handle them, so very sophisticated analysis software and supercomputers are required

artificial intelligence

the discipline concerned with creating computer systems that simulate human reasoning and sensation, as represented by robots, natural language processing, pattern recognition, and similar technologies

telecommute

work from home or remote locations using a variety of information technologies

videoconference

using video and audio links along with computers to conduct meetings and allow people in different locations to see, hear, and talk with one another

project management software

programs for planning and scheduling the people, costs, and resources to complete a project on time

knowledge management

the implementing of systems and practices to increase the sharing knowledge and information throughout the organization

collaborative computing

help people work better together through state of the art computer software and hardware

sustainable development

focuses on meeting present needs while simultaneously ensuring that future generations will be able to meet their needs

meaningfulness

the sense of belonging to and serving something that you believe is bigger than the self

career readiness

represents the extent to which you possess the knowledge, skills, and attributes desired by employers

core competencies

a set of competencies that are vital across jobs, occupations, and industries

attitude

a learned predisposition toward a given object

resilience

the ability to bounce back from adversity and to sustain yourself when faced with a challenge

proactive learning orientation

the desire to learn and improve your knowledge, soft skills, and other characteristics in pursuit of personal development

process

a series of actions or steps followed to bring about a desired result

functional managers

responsible for just one organizational activity

general managers

responsible for several organizational activities

Peter Druker

the creator and inventor of modern management

classical viewpoint

emphasized finding ways to manage work more efficiently, assumed that people are rational

scientific management

applied the scientific work methods to improving the productivity of individual workers

administrative management

concerned with managing the total organization

behavioral viewpoint

emphasized the importance of understanding human behavior and of motivating employees toward achievement

human relations movement

which proposed that better human relations could increase worker productivity

behavioral science approach

relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers

quantitative management

the application of quantitative techniques, such as statistics and computer simulations, to management

operations management

focuses on managing the production and delivery of an organization’s products or services more effectively

supply chain

the process of creating the product, starting with designing and obtaining raw materials for physical goods or technology for services and going all the way through delivery to customers’ hands, and sometimes even beyond to responsible disposal or recycling 

evidence based management

entails translating principles based on best evidence into organizational practice, bringing rationality to the decision making process

system

a set of interrelated parts that operate together to achieve a common purpose 

system viewpoint

regards the organization as a system of interrelated parts

Subsystems

parts making up the whole system

inputs

the people, money, information, equipment, and materials required to produce an organization’s goods and services

transformational processes

the organization’s capabilities in management, internal processes, and technology that applied to converting inputs into outputs

outputs

the products, services, profits, losses, employee satisfaction or discontent, and the life that are produced by the organization

feedback

 information about the reaction of the environment to the outputs that affects the inputs

closed system

has little interaction with its environment; that is, it receives very little feedback from the outside

open system

continually interacts with its environment

synergy

the idea that two or more forces combined create an effect that is greater than the sum of their individual effects

complexity theory

the study of how order and pattern arise from very complicated, apparently chaotic systems

emphasizes that a manager’s approach should vary according to- that is, be contingent on- the individual and the environmental situation

learning organization

an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

high-performance work practices

practices that foster employee development and overall well-being

administrative management

concerned with managing the total organization

scientific management

Focused on the “science” of creating specialized work processes and workforce skills to complete products tasks efficiently