Professional Documents
Culture Documents
middle managers Managers between the universality ofThe reality that management is
first level and the top level of the organization needed in all types and sizes of
who manage the work of first-line managers. management organizations, at all
organizational levels, in all organizational areas,
top managers Managers at or near the upper and in organizations in all countries around the
levels of the organization structure who are globe.
responsible for making organization-wide
decisions and establishing the goals and plans KEY TERMS – CHAPTER 2
that affect the entire organization.
division of labor The breakdown of
management Coordinating and overseeing the jobs into narrow and repetitive tasks.
work activities of others so that their activities (or job specialization)
are completed efficiently and effectively.
Industrial Revolution The substitution of
efficiency Doing things right, or getting the machine power for human power, which made
most output from the least amount of inputs. it more economical to manufacture goods in
factories rather than at home.
effectiveness Doing the right things, or
completing activities so that organizational scientific management Using the scientific
goals are attained. method to determine the “one best way” for a
job to be done.
planning Management function that
involves defining goals, establishing strategies therbligs A classification scheme for
for achieving those goals, and developing plans labeling seventeen basic hand motions.
to integrate and coordinate activities.
general administrative A theory of
organizing Management function that management that focused on describing what
involves arranging and structuring work to theory managers do and what
accomplish the organization’s goals. constitutes good management
practice.
leading Management function that
involves working with and through people to principles of management Fundamental rules
accomplish organizational goals. of management that could be taught in schools
and applied in all organizational situations.
controlling Management function that
involves monitoring, comparing, and correcting bureaucracy A form of organization
work performance. characterized by division of labor, a clearly
defined hierarchy, detailed rules and
management roles Specific categories of regulations, and impersonal relationships.
managerial behavior.
quantitative approach The use of
interpersonal roles Managerial roles that quantitative techniques to improve decision
involve people and other duties that are making.
ceremonial and symbolic in nature.
organizational behavior The field of study
informational roles Managerial roles that concerned with the actions (behavior) of
involve collecting, receiving, and disseminating (OB) people at work.
information.
Hawthorne Studies A series of studies during
decisional roles Managerial roles that the 1920s and 1930s that provided new insights
revolve around making choices. in individual and group behavior.
social impact management An approach to risk A situation in which the decision maker
managing in which managers examine the is able to estimate the likelihood of certain
social impacts of outcomes.
their decisions and actions.
KEY TERMS – CHAPTER 6
uncertainty A situation in which a decision short-term plans Plans covering one year or
maker has neither certainty nor reasonable less.
probability estimates available.
specific plans Plans that are clearly defined and
directive style A decision-making style which leave no room for interpretation.
characterized by low tolerance for ambiguity
and a rational way of thinking. directional plans Plans that are flexible and
that set out general guidelines.
analytic style A decision-making style
characterized by a high tolerance for ambiguity single-use plan A one-time plan
and a rational way of thinking. specifically designed to meet the needs of a
unique situation.
conceptual style A decision-making style
characterized by a high tolerance for ambiguity standing plans Ongoing plans that
and an intuitive way of thinking. provide guidance for activities performed
repeatedly.
behavioral style A decision-making style
characterized by a low tolerance for ambiguity traditional goal setting An approach to
and an intuitive way of thinking. setting goals in which goals are set at the top
level of the organization and then broken into
heuristics Rules of thumb that managers subgoals for each level of the organization.
use to simplify decision making.
means-ends chain An integrated network of
goals in which the accomplishment of goals at
business performance IT software one level serves as the means for achieving the
which provides key performance goals, or ends, at the next level.
management (BPM) indicators to
help managers monitor management by objectives (MBO) A process of
software efficiency of setting mutually-agreed upon goals and using
projects and employees. those goals to evaluate employee performance.
KEY TERMS – CHAPTER 7
mission The purpose of an organization.
planning Defining the organization’s goals,
establishing an overall strategy for achieving commitment conceptPlans should extend far
those goals, and developing plans for enough to meet those commitments made
organizational work activities. today.
goals Desired outcomes for individuals, formal planning department A group of planning
groups, or entire organizations. specialists whose sole responsibility is helping
to write organizational plans.
plans Documents that outline how goals are KEY TERMS – CHAPTER 8
going to be met.
strategic management What managers do
stated goals Official statements of what an to develop the organization’s strategies.
organization says, and what it wants its various
stakeholders to believe, its goals are. strategies The decisions and actions that
determine the long-run performance of an
real goals Goals that an organization organization.
actually pursues, as defined by the actions of its
members. business model A strategic design for how
a company intends to profits from its strategies,
framing A way to use language to processes, and activities.
manage meaning.
strategic management process A six-step
strategic plans Plans that apply to the process that encompasses strategic planning,
entire organization, establish the organization’s implementation, and evaluation.
overall goals, and seek to position the
organization in terms of its environment. mission A statement of the purpose of an
organization.
operational plans Plans that specify the
details of how the overall goals are to be opportunities Positive trends in external
achieved. environmental factors.
scenario A consistent
view of what the future is likely to be.