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An organization is
a collection of people brought together to accomplish a specific purpose
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Managers
direct the activities of other people in the organization
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Operatives
work directly on a job or task and have no responsibility for overseeing others
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First-line managers are
usually called supervisors
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middle managers
serve in levels between first-line managers and the top management
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top managers
make decisions about the organization's direction
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management is
the process of getting things done through other people
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Efficiency is
doing a task correctly using as few resources as possible
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Effectiveness is
doing the right task and reaching goals
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Planning is most completely described as
defining goals, setting strategy, and coordinating activities
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Organizing is best defined as
deciding what to do and how to do it
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Leading involves
motivating employees, directing others' activities, and resolving conflicts
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Controlling is
monitoring tasks to see that they are finished as planned
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Managers in non-profit organizations
measure performance exactly like managers in for-profit organizations
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All managers
give input for strategic direction
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Conceptual skills of managers are best described as
the ability to conceive of models and structural charts
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Interpersonal skills of managers are best described as
the abilities to work with, understand, mentor, and motivate people
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Technical skills of managers are best described as
the ability to use tools, procedures, and techniques in a specialized field
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Political skills of managers are best described as
the abilities to build a power base and establish connections
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Planning in advance, making quick decisions, having up-to-date information, or staying in tune with the company's objectives describes
providing for growth and development
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The basic goal of organizing and coordinating is
making sure everyone in an organization is on the same page
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Reading, interpreting, and acting on information received describes
handling information
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Providing for growth and development is best described as
making sure that employees continue to learn on the job
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Keeping people focused on the goal and working to cut out conflicts that stand in the way of getting the work done describes
controlling the organization's environment and resources
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Strategic problem solving is best described as
making decisions and supporting people, which helps employees learn to make their own decisions
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A cluster of knowledge, skills, and attitudes related to effective managerial performance are
management competencies
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The marketplace places an important emphasis on managers because
good managers can turn straw into gold, but poor managers can ruin everything they touch
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Management is worth studying because
everyone has an interest in improving the way organizations are managed
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Studying management is important for your career because
if you work in an organization, you will either manage or be managed
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Management related to other disciplines of study such as
anthropology and economics, psychology and sociology, philosophy and political science
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Writers who developed general theories of what managers do and what good management practice is.
General administrative theorists
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The advent of machine power, mass production, and efficient transportation, which began in Britain in the late eighteenth century.
Industrial Revolution
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The breakdown of jobs into narrow, repetitive task
Division of labor
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The ideas of the scientific management theorists and the general administrative theorists
Classical approach
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Any one of the 17 basic hand motions in the Gilbreth's system
Therblig
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Any ideal type of organization with a division of labor, clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
Bureaucracy
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The use of the scientific method to determine the "one best way" to go a job, and to train workers to it that way.
Scientific management
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Fundamental or universal truths of management practice
Principles of management
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