Management Chapters 1
3 groups of managerial roles
Interpersonal, Informational, Decisional
Empowerment
the process of enabling or authorizing an individual to think, behave, take action, and control work and decision-making in autonomous ways.
Which of the following statements is true regarding corporate social responsibility (CSR)?
Under this concept organizations consider the interests of society by taking responsibility for the impact of their activities
Disseminator
transmits special info into the organization
Informational roles
monitor, disseminator, spokesperson
Job design
was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become
Learning styles
Visual learner, Auditory learner, Kinetic learner
Traditional Management
Top managers ensure organization and lower level managers implement top management's strategy
Common OCBs
Altruism, Interpersonal helping, Courtesy, Peacemaking, Cheerleading, Sportsmanship, Organizational loyalty, Civic virtue, Self development
_____ is the function of management that consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary
Controlling
_____ is the process of learning enough about a topic so that you can set specific development goals that you can apply and practice
Discovering
Contemporary Management
Empowered lower level managers are responsible for the organization's competitiveness and top management supports personnel development
_____ is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways
Empowerment
_____ is defined as the recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures
Entrepreneurship
______ is defined as the recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures
Entrepreneurship
Resource allocator
the manager chooses where the organization will expend efforts
In role performance
Individual-level performance relates to tasks individuals perform in their job, and they add value but are not part of a formal job description
Which of the following statements holds true for the concept of reflecting in the gauge-discover-reflect process?
It involves stepping back and looking at the ways you have achieved your goals.
_____ learners have a preference for actually doing things and learning from trial and error
Kinesthetic
Includes understanding of when, where, and how to use more formal sources of authority and power, such as position and ownership
Leadership
Which of the following includes an understanding of when, where and how to use more formal sources of authority and power, such as position or ownership?
Leadership
_____ is defined as the social and informal sources of influence that you use to inspire action taken by others.
Leadership
In the _____ role, the manager interacts with peers and people outside the organization. The top-level manager uses this role to gain favors and information, while the supervisor uses it to maintain the routine flow of work
Liaison role
A _____ manager leads a function that contributes directly to the products or services the organization creates
Line
______ planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans
Operational
_____ is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives
Organizing
Triple bottom line
People (Social concerns), Planet (Environmental concerns), and Profits (Economic concerns)
_____ is the function of management that involves setting objectives and determining a course of action for achieving those objectives
Planning
Four basic management functions
Planning, Organizing, Leading, Controlling
The field of management draws from applied _____ to learn how individuals interact with each other in various workplace settings
Psychology
What type(s) of performance is/are related to the triple bottom line?
Social, Environment, Economic
In the role of _____, the manager disseminates the organization's information into its environment
Spokesperson
With reference to the OCB themes, a citizen like posture of tolerating the inevitable inconveniences and impositions of work without whining and grievances falls under the category of _____
Sportsmanship
A _______ approach to management focuses on the desire to satisfy multiple, often competing, constituents who have a claim on an organization's actions and outcomes
Stakeholder
______ planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment
Strategic
Which of the following refers to the creation of an organization's long-term purpose that incorporates clear goals and objectives into a coherent plan of action?
Strategy
_____ is the central, integrated, externally-oriented concept of how an organization will achieve its objectives
Strategy
A ______ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable
Team
With reference to the ten managerial roles identified by Mintzberg, which of the following is an interpersonal role?
The three interpersonal roles are figurehead, liaison, and leader
Team
a cohesive coalition of people working together to achieve the team agenda (larger goals that are not possible for an individual working alone)
Group
a collection of individuals
Self-development includes _______
all the steps that workers take to voluntarily improve their knowledge, skills, and abilities so as to be better able to contribute to their organizations.
Stakeholder approach
focuses on the desire to satisfy multiple, often competing, constituents who have a claim on an organization's actions and outcomes
Individual-level performance relates to tasks individuals perform in their job and those things that add value but are not part of a(n)
formal job description
Supervisory Managers
coordinate a subgroup of members from different parts of the organization
Leader
defines the relationships between the manager and employees
Spokesperson
disseminates the organization's info into the environment
Decisional roles
entrepreneur, disturbance handler, resource allocator, negotiator
Organizational citizenship behaviors (OCBs)
extra role performance
Interpersonal roles
figurehead, leader, liaison
CSR (Corporate social responsibility)
focused on environmental and social impact of operations
Group level performance
focuses on both the outcomes and process of collections of individuals, or groups
Operational planning
generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans
Main responsibility of Managerial Work
getting activities completed effectively and efficiently
Entrepreneurship
helps organizations identify opportunities
Entrepreneurship
helps organizations identify opportunities (needs, wants, problems and challenges)
Strategy
helps organizations make sure decisions are made with the goal of impacting the firm's overall performance
Strategy
helps organizations make sure decisions are made with the goal of impacting the firm's overall performance. It refers to the central, integrated, externally oriented concept of how an organization will achieve its objectives.
Psychology
helps organizations understand how individuals think, behave, and interact with others
Leadership
helps organizations understand who helps move the organization forward
Leadership
helps organizations understand who helps move the organization forward to a common goal. It is defined as the social and informal sources of influence individuals use to inspire the action of others.
General Managers
in charge of a store or business or unit or product line
Stakeholders
investors or owners
Strategic planning
involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in its environment
Controlling
involves ensuring that managerial actions do not deviate from standards by creating processes and procedures that ensure consistent behavior (1. Establishing performance standards 2. Comparing actual performance against standards 3. Taking corrective action when necessary)
Leading
involves social and informal sources of influence used to inspire others to take action utilizing knowledge of personalities, values, attitudes, and emotions
Line Managers
leads a function that creates direct inputs (assembly line)
Staff Managers
leads a function that creates indirect inputs
Discover
learn enough about a topic to set specific goals to apply and practice
Reflect
look at the ways you have achieved your goals and set new ones
Entrepreneur
manager initiates change
Liaison
manager interacts with people outside the organization
Negotiator
manager negotiates on behalf of the organization
Monitor
manager receives and collects info
Environmental scanning
planners must be aware of the critical contingencies and trends facing their organizations in terms of economic conditions, their competitors, and their customers
Disturbance handler
the manager deals with threats to the organization
Project Managers
planning, execution, and closing of a specific project (new housing construction)
Tactical planning
refers to intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan
Figurehead
represents the organization in all matters of formality
Top Managers
responsible for developing strategy, and acting as a steward for the vision and mission of the organization
Functional Managers
responsible for efficiency and effectiveness of a specific area (account, marketing)
Planning
setting objectives and determine a course of action for achieving those objectives
Essentially, the triple bottom line refers to the measurement of business performance along ____
social, environmental, and economic dimensions.
Biggest goal of Management
solving problems creatively
Gauge
take stock of knowledge and capabilities
Management
the art and science of managing others or "the art of getting things done through the efforts of other people"
Organizing
the management function that involves developing an organizational structure and allocating human resources to ensure the completion of objectives