Card Set Information
getting work done through others
getting work done with a minimum of effort, expense, or waste
accomplishing tasks that help fulfill organizational objectives
determining organizational goals and a means for achieving them
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
a study of studies, a statistical approach that provides one of the best scientific estimates of how well management hteories and practices work
inspiring and motivationg workers to work hard to achieve organizational goals
monitoring progress toward goal achievement and taking corrective action when needed
executives responsible for the overall direction of the organization
responsible for setting obectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives
train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services.
managers responsible for faciliating team activities toward goal accomplishment
the interpersonal role managers play when they perform ceremonial duties.
the interpersonal role managers play when they motivate and encourage worksers to accomplish organizational objectives.
the interpersonal role managers play when they deal with people outside their units
the informational role managers play when they scan their environment for information
the informational role managers play when they share information with others in their departments or companies
the informational role managers play when they share information with people outside their departments or companies
the decisional role managers play when they adapt themselves, their subordinates, and their units to change.
Disturbance Handler Role
the decisional role managers play when they respond to severe problems that demand immediate action
Resource Allocator Role
the decisional role managers play when they decide who gets what resources
the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.
the ability to apply the specialized procedures, techniques, and knowledge required to get the job done
the ability to work well with others
the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how th ecompany fits into or is affected by its external environment
Motivation to Manage
an assessment of how enthusiastic employees are about managing the work of others