Chapter 1 Managers and Managing
Strategy
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals
Middle Manager
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.
Organizational performance
A measure of how efficiently and effectively a manager uses resources to satisfy customer and achieve organizational goals
turnaround management
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper
Organizational structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals
Top management team
A group composed of the CEO, the COO, the president, and the heads of the most important departments
Self-managed team
A group of employees who assume responsibility for organizing, controlling, and supervising, their own activities and monitoring the quality of the goods and services they provide
Department
A group of people who work together and possess similar skills or use the same knowledge, tools or techniques to perform their jobs
Top Manager
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers
First-line manager
A manager who is responsible for the daily supervision of nonmanagerial employees
Efficiency
A measure of how well or how productively resources are used to achieve a goal.
Effectiveness
A measure of the appropriateness of the goals an organization is pursuing and the and the degree to which the organization achieves those goals
Leading
Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks of management
Organizations
Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes
Outsourcing
Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself
What are the 3 types of managerial roles identified by Mintzberg?
Decisional, Interpersonal, and Informational
Restructuring
Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees
What are the 4 specific roles identified by Mintzberg that are decisional?
Entrepreneur, Disturbance handler, Resource allocator, Negotiator
What are the 3 specific roles identified by Mintzberg that are interpersonal?
Figurehead, Leader, Liason
Planning
Identifying and selecting appropriate goals; one of the four principal tasks of management
What are the 3 specific roles identified by Mintzberg that are Informational?
Monitor, Disseminator, Spokesperson
global organizations
Organizations that operate and compete in more than one country
Organizing
Structuring working relationships in a way that allows organization members to work together to achieve organizational goals; one of the four principal tasks of management
competitive advantage
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do
Conceptual skills
The ability to analyze and diagnose a situation and to distinguish between cause and effect
Human skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups
Empowerment
The expansion of employees knowledge, tasks, and decision-making responsibilities
Technical skills
The job-specific knowledge and techniques required to perform an organizational role
Management
The planning, organizing, leading, and controlling of human and other resources to achieve a wide variety of goals or desired future outcomes
Innovation
The process of creating new or improved goods and services or developing better ways to produce or provide them
Core competency
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another