SUMMARY (TERMONOLOGY) PART 1/2
,1) Management
Management gettingwork done through others
Efficiency gettingworkdone with a minimum of effort, expense, or waste
Effectiveness accomplishing tasks that help fulfill organizational objectives
Planning determining organizational goals and a means for achieving them
Organizing deciding where decisions will be made, who will do what jobs and tasks,
and who will work for whom
Leading inspiringandmotivating workers to work hard to achieve organizational
goals
Controlling monitoring progress toward goal achievement and taking corrective
action when needed
Top managers executives responsible for the overall direction of the organization
Middle managers responsible for setting objectives consistent
with top management’s goals and for planning and implementing subunit strategies
for achieving these objectives
First-line managers responsible for training and supervising the performance of
nonmanagerial employees who are directly responsible for producing the company’s
products or services
Team leaders managers responsible for facilitating team activities toward goal
accomplishment
Figurehead role the interpersonal role managers play when they perform
ceremonial duties
Leader role the interpersonal role managers play when they motivate and
encourage workers to accomplish organizational objectives
Liaison role the interpersonal role managers play when they deal with people
outside their units
Monitor role the informational role managers play when they scan their
environment for information
Disseminator role the informational role managers play when they share
information with others in their departments or companies
Spokesperson role the informational role managers play when they share
information with people outside their departments or companies
Entrepreneur role the decisional role managers play when they adapt themselves,
their subordinates, and their units to change
Disturbance handler
role thedecisionalrolemanagers play when they respond to severe pressures and
problems that demand immediate action
, Resource allocator role the decisional role managers play when they decide who
gets what resources and in what amounts
Negotiator role thedecisional role managers play when they negotiate schedules,
projects, goals, outcomes, resources, and employee raises
Technicalskills thespecialized procedures, techniques, and knowledge required to get
the job done
Human skills the ability to work well with others
Conceptual skills the ability to see the organization as a whole, understand how the
different parts affect each other, and recognize how the company fits into or is affected
by its environment
Motivation to manage an assessment of how enthusiastic employees are about
managing the work of others
2) History of management
Scientific management thoroughly studying and testing different work methods to
identify the best, most efficient way to complete a job
Soldiering whenworkers deliberately slow their pace or restrict their work output
Rate buster a group member whose work pace is significantly faster than the normal
pace in his or her group
Motion study breaking each task or job into its separate motions and then eliminating
those that are unnecessary or repetitive
Time study timing how long it takes good workers to complete each part of their jobs
Gantt chart a graphical chart that shows which tasks must be completed at which
times in order to complete a project or task
Bureaucracy theexerciseof control on the basis of knowledge, expertise, or experience
Domination an approach to dealing with conflict in which one party satisfies its desires
and objectives at the expense of the other party’s desires and objectives
Compromise anapproachto dealing with conflict in which both parties give up some of
what they want in order to reach an agreement on a plan to reduce or settle the conflict
Integrative conflict resolution an approach to dealing with conflict in which both
parties indicate their preferences and then work together to find an alternative that
meets the needs of both
Organization asystemof consciously coordinated activities or forces created by two or
more people
System asetofinterrelated elements or parts that function as a whole
Subsystems smallersystems that operate within the context of a larger system
,1) Management
Management gettingwork done through others
Efficiency gettingworkdone with a minimum of effort, expense, or waste
Effectiveness accomplishing tasks that help fulfill organizational objectives
Planning determining organizational goals and a means for achieving them
Organizing deciding where decisions will be made, who will do what jobs and tasks,
and who will work for whom
Leading inspiringandmotivating workers to work hard to achieve organizational
goals
Controlling monitoring progress toward goal achievement and taking corrective
action when needed
Top managers executives responsible for the overall direction of the organization
Middle managers responsible for setting objectives consistent
with top management’s goals and for planning and implementing subunit strategies
for achieving these objectives
First-line managers responsible for training and supervising the performance of
nonmanagerial employees who are directly responsible for producing the company’s
products or services
Team leaders managers responsible for facilitating team activities toward goal
accomplishment
Figurehead role the interpersonal role managers play when they perform
ceremonial duties
Leader role the interpersonal role managers play when they motivate and
encourage workers to accomplish organizational objectives
Liaison role the interpersonal role managers play when they deal with people
outside their units
Monitor role the informational role managers play when they scan their
environment for information
Disseminator role the informational role managers play when they share
information with others in their departments or companies
Spokesperson role the informational role managers play when they share
information with people outside their departments or companies
Entrepreneur role the decisional role managers play when they adapt themselves,
their subordinates, and their units to change
Disturbance handler
role thedecisionalrolemanagers play when they respond to severe pressures and
problems that demand immediate action
, Resource allocator role the decisional role managers play when they decide who
gets what resources and in what amounts
Negotiator role thedecisional role managers play when they negotiate schedules,
projects, goals, outcomes, resources, and employee raises
Technicalskills thespecialized procedures, techniques, and knowledge required to get
the job done
Human skills the ability to work well with others
Conceptual skills the ability to see the organization as a whole, understand how the
different parts affect each other, and recognize how the company fits into or is affected
by its environment
Motivation to manage an assessment of how enthusiastic employees are about
managing the work of others
2) History of management
Scientific management thoroughly studying and testing different work methods to
identify the best, most efficient way to complete a job
Soldiering whenworkers deliberately slow their pace or restrict their work output
Rate buster a group member whose work pace is significantly faster than the normal
pace in his or her group
Motion study breaking each task or job into its separate motions and then eliminating
those that are unnecessary or repetitive
Time study timing how long it takes good workers to complete each part of their jobs
Gantt chart a graphical chart that shows which tasks must be completed at which
times in order to complete a project or task
Bureaucracy theexerciseof control on the basis of knowledge, expertise, or experience
Domination an approach to dealing with conflict in which one party satisfies its desires
and objectives at the expense of the other party’s desires and objectives
Compromise anapproachto dealing with conflict in which both parties give up some of
what they want in order to reach an agreement on a plan to reduce or settle the conflict
Integrative conflict resolution an approach to dealing with conflict in which both
parties indicate their preferences and then work together to find an alternative that
meets the needs of both
Organization asystemof consciously coordinated activities or forces created by two or
more people
System asetofinterrelated elements or parts that function as a whole
Subsystems smallersystems that operate within the context of a larger system
