The Contemporary Workplace

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Author:
Kat53
ID:
192745
Filename:
The Contemporary Workplace
Updated:
2013-01-14 04:33:13
Tags:
115108 Organisations Management
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Description:
115.108 - Chapter 1
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  1. Intellectual capital
    The collective brain power or shared knowledge of a workforce.
  2. Knowledge worker
    Some whose knowledge is an important asset to employers.
  3. Glass ceiling effect
    The invisible barrier limiting the advancement of women & minority groups.
  4. Organisation
    A collection of people working together with a division of labour to achieve a common purpose.
  5. Open system
    Transforming resource inputs from the environment into product or service outputs.
  6. Performance effectiveness
    An output measure of task or goal accomplishment.
  7. Performance efficiency
    A measure of resource cost associated with goal accomplishment.
  8. Changing nature of organisations - 8 changes
    • Technology
    • Demise of 'command and control'
    • Focus on speed
    • Embrace of networking
    • Empowerment
    • Teamwork
    • New workforce expectations
    • Concern for work-life balance
  9. Top managers
    Guide the performance of an organisation as a whole.
  10. Middle managers
    Oversee work of large departments or divisions.
  11. Line managers
    Directly contribute to the production of the organisations basic goods and services.
  12. Staff managers
    Use special technical expertise to advise and support line workers.
  13. Administrators
    Managers who work in public or not-for-profit organisations.
  14. Management
    The process of planning, organising, leading and controlling the use of resources to accomplish performance goals.
  15. Henry Mintzberg framework - 3 roles
    • Interpersonal roles
    • Informational roles
    • Decisional roles
  16. Agenda setting
    Developing action priorities that include goals and plans that span long and short time frames.
  17. Robert L Katz - 3 essential management skills
    • Technical skills
    • Human skills
    • Conceptual skills
  18. Conceptual skills
    • The ability to think analytically and achieve intergrative problem solving.
    • Robert Katz - essential management skill.
    • More important for top managers.
  19. Human skills
    • The ability to work well in cooperation with other people.
    • Robert Katz - essential management skill.
    • Important across all levels of management.
  20. Technical skills
    • The ability to apply expertise and perform a special task with proficiency.
    • Robert Katz - essential management skill.
    • More important for lower level managers.

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