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
