Managing chapter 1

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  1. management
    the way things get done within an organization
  2. effectiveness
    how well the stated objectives and goals of a firm are met
  3. efficiency
    the prudent use of a company's resources
  4. planning
    the process of determining organizational direction to achieve a desired performance
  5. goal
    the desired future state of the organization
  6. plan
    roadmap for how to meet the goal
  7. organizing
    involves the deployment of resources, the assignment and grouping of tasks, the delegation of responsibility, and the implementation of hierarchical and reporting channels
  8. human capital
    skills, knowledge, and networks that an organization's people posses
  9. synergy
    the sum of the whole being greater than the sum of the parts
  10. scalar chain
    everyone has a boss
  11. leading
    involves the use of power and persuasion to motivate and unite people in the attainment of organizational goals
  12. controlling
    the process of monitoring progress and correcting the deficiencies of an organization as it moves toward the fulfillment of goals
  13. what are the four main management functions
    planning, organizing, leading, controlling
  14. niche/focus
    a strategy where a firm focuses on subset of a larger industry of a particular customer base of a larger industry.
  15. differentiation strategy
    a strategy in which an organization sets it's products or services apart by offering something new or different.
  16. cost leadership
    a strategy usually taken by companies with high volume. Wal-Mart
  17. conceptual skills
    the ability of a manager to see the organization as a whole and how each of the functions of the organization works together to achieve organizational goals.
  18. human skills
    the skills that allow us to relate to other people.
  19. technical skills
    the skills required to perform a specific task, such as those that are responsible for equipment on an assembly line, manufacturing processes, accounting, engineering, etc.
  20. interpersonal role
    one of Henry Mintzberg's three main types of managerial roles.  here managers must interact with individuals both inside and outside of the organization.  Within the interpersonal role are figurehead, leader, and liaison sub-roles.
  21. figurehead
    a manager is the official representative of the organization or department- giving awards, hosting parties, signing documents
  22. leader sub-role
    communicating, training, motivating, and redirecting constituents.
  23. liaison sub-role
    maintaining communication channels primarily with people outside the organization.
  24. informational role
    one of Henry Mintzberg's three main types of managerial roles.  Most important as accurate information is essential for good decision making.  Includes being a monitor, disseminator and spokesperson.
  25. monitor sub role
    gathering of information from a variety of sources about anything that affects the company including competition, technology, changes, market changes, and new products and services
  26. disseminator sub role
    a manager must be able to forward pertinent information to others, primarily within the organization, including subordinates.
  27. spokesperson sub role
    a manager is responsible for transmitting information to people outside the organization.
  28. decisional role
    one of Henry Mintzberg's three main types of managerial roles.  A manager must be an entrepreneur, disturbance handler, resource allocator, and negotiator.
  29. entrepreneur sub role
    a manager must be an agent for change and innovation.
  30. disturbance handle sub role
    the manager must fix problems between individuals or departments.
  31. resource allocator sub role
    manager must determine who gets what
  32. negotiator sub role
    where a manager is the formal representative of the organization with primarily those outside the organization such as a vendor.
  33. organizational skills
    ability to multitask, to shift focus from one task to another to another in rapid succession, to prioritize those tasks and follow up on the most important first.
  34. span of management
    number of subordinates that report to a supervisor
  35. outsourcing
    the process of engaging in international division of labor
  36. economic forces
    the availability of capital and labor of a region or country
  37. scientific management
    Frederick Winslow Taylor, pioneered time and motion studies in the steel mills around Philadelphia.  Work completed increased as employees were offered pay incentives for meeting production quotas
  38. Administrative management
    Max Weber promoted ideas of promoting the best person for the job instead of friends increased company's productivity
  39. systems analysis
    breaks down the organization into a series of interrelated sub-systems
  40. contingency management
    a viewpoint that says there is no one best way to manage: that management style should depend on the situation at hand
  41. quality management
    focuses on delivering the best quality goods and services to the customer
  42. lean manufacturing
    hyper focuses on inventory control and value chain mapping.  Inventory is seen as waste
  43. learning organizations
    companies that share knowledge with intent of continually transforming themselves to better meet the demands of the customers
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Managing chapter 1
2013-06-23 03:32:12
managing chapter

managing chapter 1
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