MGT283 - Chapter 1

organizing

involves determining how activities and resources are to be grouped

organization

is a group of people working together in a structured and coordinated fashion to achieve a set of goals, such as profit, discovery of knowledge, national defense, coordination of various local charities or social satisfaction

theory

is simply a conceptual framework for organizing knowledge and providing a blueprint for action

manager

is someone whose primary responsibility is to carry out the management process

Leading

is the set of processes used to get members of the organization to work together to further the interests of the organization

effective

making the right decisions and successfully implementing them

planning

means setting an organization's goals and deciding how the best to achieve them

controlling

monitoring the organizations progress toward its goals

technical skills

necessary to accomplish or understand the specific kind of work in an organization

decision making skills

refer to the manager's ability to correctly recognize and define problems and opportunities and to select an appropriate course of action to solve problems and capitalize on opportunities

time management skills

refer to the manager's ability to prioritize work, to work efficiently and to delegate work appropriately

communication skills

refer to the managers abilities to both effectively convey ideas and info to others and effectively receive ideas and info from others.

management

set of activities directed at an organizations resources with aim of achieving organizational goals in an efficient and effective manner

diagnostic skills

skills that enable them to visualize the most appropriate response to a situation

interpersonal skills

the ability to communicate with understand and motivate both individuals and groups

efficient

we mean using resources wisely, in a cost effective way

Classical Management Perspective

which actually includes 2 different viewpoints: scientific management and administrative management

A subsystem is a system within another system. This would include individual departments within a company. Subsystems can operate with autonomy, to some extent, although a manager must appreciate how each subsystem affects a company's other subsystems and the system in its entirety. By comparison, inputs are the resources (human, financial, information, and material) that companies transform into outputs.

A closed system is one that does not interact with its environment. This mistake occurs when a company disregards and fails to recognize the importance of its environment. Conversely, an open system is one that interacts with its environment. Subsystems are systems within a broader system. Synergy refers to two or more subsystems working together to produce more than the total of what they might produce working alone.

When making a decision about cutting company costs, it is best to get information from the widest possible range of people. Executives can help you understand the reason for cutting costs and the vision for the company's future; managers can help you understand the company's work process and how it might be redesigned to operate more efficiently; employees can help you understand the day-to-day work of the company and where their efforts are wasted or unneeded; suppliers can help you gain materials more effectively and efficiently; and customers can tell you what products they need most, and what products they don't need at all. You are likely to make a better decision if you incorporate information from all sources.

Employees are likely to feel that the new equipment helps them to do better work, thus they are likely to be satisfied with this option. They are less likely to be satisfied by working with lower-grade materials or by potentially losing their jobs or having to work harder for less money.

Theory Y is a positive view of workers (regardless of age). The premise is that people view work as a natural part of their lives and will seek responsibility when conditions are favorable. Theory X takes the opposite view of Theory Y; it is based on the assumption that people do not like to work and try to avoid it. Do not confuse Theory X and Theory Y with the similar-sounding Generation X and Generation Y, which are not management theories at all. Instead, popular culture often refers to people born from the early or mid-1960s to the early 1980s as Generation X; Generation Y are those born from the early 1980s to the early 2000s.

Management science focuses specifically on the development of mathematical models. Management science should not be confused with scientific management; the terms are unrelated and have little in common. Operations management techniques help an organization produce its products or services more efficiently and applies to a wide range of problems. This type of management is less mathematical and statistically sophisticated than management science. The quantitative management perspective applies quantitative techniques to management issues, but it is broader, to include both management science and operations management. Thus, it is not the most precise answer to the question. Scientific management is a theory developed by Frederick Taylor to help employees work more efficiently.

Organizing is the part of the planning process in which a manager determines how activities and resources should be grouped to reach the desired result. Planning, leading, and controlling are other functions in the management process. Planning entails setting an organization's goals and deciding how best to achieve them. Leading involves motivating employees to work together in the best interests of the organization; controlling refers to monitoring progress toward a company's goals.

Marshall is known for his excellent interpersonal Correct skills, particularly his ability to work well with people at all levels of the organization, regardless of their titles or job duties.

An organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals. Diagnostic skills refer to a person's ability to analyze a problem logically, determine its cause, and then develop a solution. Interpersonal skills also involve communicating with others, but they include the ability to motivate both individuals and groups. Communication skills relate to a manager's ability to both convey and receive information.

Organizations Correct exist to achieve goals that may range from making a profit to creating social satisfaction.

Interpersonal skills involve the ability to communicate with, understand, and motivate both individuals and groups. This includes the ability to communicate with people in different levels of the organization, as well as suppliers, customers, and others outside of the company. Diagnostic skills refer to a manager's ability to analyze a problem and visualize the most appropriate response. Conceptual skills are a manager's ability to think in the abstract; this includes understanding the "big picture" and how various parts of the organization interact. Decision-making skills are a manager's ability to correctly recognize and define problems and opportunities, and then select a course of action.

Taylor is known for her good communication Correct skills because she listens to employees, considers their input, and provides them with the information they need to perform their jobs successfully.

Communication skills relate to a manager's ability to both convey and receive information effectively. Conceptual skills are a manager's ability to think in the abstract; this includes understanding the "big picture" and how various parts of the organization interact. Decision-making skills are a manager's ability to correctly recognize and define problems and opportunities, and then select a course of action. Diagnostic skills enable a manager to diagnose and determine the most appropriate response to a situation.

The classical management perspective Correct includes two viewpoints that emerged in the early 20th century: scientific management and administrative management.

The classical management perspective consists of two distinct branches: scientific management (which focuses on improving the performance of individual workers) and administrative management (which focuses on managing the entire organization). The human relations movement proposes that workers respond to the social context of the workplace. For example, a manager's concern for workers would result in increased satisfaction and, in turn, improved performance. Behavioral management is another perspective that considers behavior at the individual and group level. Organizational behavior is a contemporary field focusing on behavioral perspectives on management.

When Melissa says her coworkers are naturally motivated to work and to achieve goals, Melissa's views describe Theory Y

decision making

a part of the planning process, involves selecting a course of action from a set of alternatives

conceptual skills

depend on the manager's ability to think in the abstract