Managing People

Figurehead

a person who represents an organization

Human Resource Management

a strategic and coherent approach to the management of an organization's most valued assets - the people; a description of the process involved in managing people in organizations

Communication Skills

allow managers to accurately convey their thoughts, feelings, goals and objectives to employees by understanding their audience; facilitate good company morale with clear communication

Motivational Skills

allow managers to inspire their employees by gaining their respect, setting an example and conveying their ideas; involve displaying confidence and excitement and are conveyed through the charisma of an individual

Personal Drive

allows a leader to keep themselves energized; inspires other employees to follow suit; being goal oriented and intrinsically motivated

Staff Authority

allows individuals the right to advise and assist those who have line authority

Resource Distributor

chooses where the organization should place its efforts

Management

comprises the directing and controlling of a group of people for the purpose of coordinating and harmonizing the group toward accomplishing a goal

Line-and-staff Organization

compromise of line organizations which divides the organization into different areas for management

Informational Roles

concerned with the information aspects of managerial work; ensure information is provided to all employees

Monitor

concerned with the information aspects of managerial work; ensure information is provided to all employees

Interpersonal Roles

concerned with the relationships between individuals; link all managerial work together

Total Quality Management

customer-focused management system; employees work towards similar goals

Disturbance Handler

deals with threats to the organization

Director

defines the relationships between managers and employees

Negotiator

discusses topics on behalf of various departments and individuals in the organization

Character

displays honesty, sincerity and candor in all situations; always ethical and moral; inspires employees to trust the manager or leader, and allows managers to lead by example

Internal Individuals

driven and likely to work for achievement; plan for long-term goals and rewards; less likely to take risks; extremely hard on themselves; re-evaluate for future performance, and are likely to lower their goals after failing an assignment

Knowledge

encourages managers and other employees to become life-long learners; allows leaders to study, prepare and seek challenging assignments; facilitates quick-thinking and problem-solving; enables individuals to be able to logically create ideas and methods to reach other individuals

Hygiene Factors

factors which, when adequate, may eliminate job dissatisfaction, but do not increase job satisfaction; include salary, company policies, administration, interpersonal relations, working conditions

Laissez-faire Leaders

give authority to employees; allow employees to work with minimum interference from management

Line Authority

gives individuals the right to give orders to subordinates

Autocratic Leaders

hold all the authority and responsibility; are normally found in organizations where communication moves from the top to the bottom

Democratic Leaders

hold the final responsibility, but delegate authority to others; require active communication both up and down an organizational structure

Management Theories

ideas associated with successful management techniques; give managers prospective ideas on how to complete their tasks

Maslow's Hierarchy of Needs Theory

identifies the five basic needs of individuals which are: physiological, safety, social, esteem, self-actualization; states once a need is satisfied it no longer creates tension and therefore does not motivate the individual

Entrepreneur

initiates change in the organization

Vision

involves looking at the small and big picture; allows for priorities to be established; consists of not only organizational skills but also creativity and thinking "outside of the box"

External Individuals

less satisfied with their jobs; place the blame on others rather than themselves; very focused on how they are viewed by others; more likely to take risks; do not deal well with vague situations; re-evaluate the situation and normally raise standards after failing an assignment

Machiavellianism Tendencies

manipulative behavioral traits which are based on the belief the ends can justify the means

Management Styles

methods of leadership which are practiced to some degree by most individuals

Line Organization

organization which has a superior-subordinate relationship and the authority ranges from top to lowest

Matrix Organization

organizational structure where employees report to multiple managers who have different roles

Decisional Roles

place the manager at the center of the decision making process

Spokesperson

presents information to higher management or to the public

Span of Control

refers to the amount of subordinates a manager can supervise at one time

Liaison

serves as a contact for an organization to the public as well as from department to department

Distributor

spreads important information to all employees

Motivation-hygiene Theory

states the opposite of satisfaction is not dissatisfaction but no satisfaction, and the opposite of dissatisfaction is not satisfaction but no dissatisfaction; suggests the factors leading to job satisfaction are separate from those which lead to job dissatisfaction

Self-monitoring

the ability to adjust behavior to external situational factors

Locus of Control

the source of control over an individual's behavior

Theory X-Theory Y

two contrasting theories; explains that a supervisor's view of human nature is based on certain groupings of assumptions

Interpersonal Skills

used when working with others; measure of a person's ability to operate within business organizations through social communication and interactions; involve relationships which are established from manager to employee, manager to team and manager to department

Employee Perseption

view of the company from the employee's perspective