Term
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Definition
| the process of using organizational resources, to efficiently and effectively to achieve organizational goals through planning, organizing, leading, and controlling |
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Term
1) effectiveness
2) efficiency |
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Definition
| Managers have to be focused on: (2 things) |
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Term
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Definition
| producing a desired effect for accomplishing your goals |
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Term
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Definition
| achieving greater outcomes with less input by making the most of your resources |
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Term
1) human (people-intellectual)
2) financial (money)
3) physical (equipment)
4) information (knowledge) |
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Definition
| Examples of resources (4 types) |
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Term
1) planning
2) organizing
3) leading
4) controlling |
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Definition
| List the 4 management functions |
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Term
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Definition
| the central function of management involves setting goals and figuring out ways to reach them; _____ requires conceptual skills and looks to the future |
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Term
| Example of a planning activity |
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Definition
| creating an annual calendar, yearly budget, forecasting sales (example of ____) |
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Term
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Definition
| the process of assigning the necessary resources to implement the plan and to achieve the organization's goals; it involves assigning and dividing work and authority |
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Term
| Example of an organizing activity |
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Definition
| ordering supplies, resources needed, creating an organizational chart (example of ____) |
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Term
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Definition
| influencing others to achieve organizational objectives |
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Term
| Example of a leading activity |
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Definition
| communicating assignments to employees, inspiring change, setting an example (example of ____) |
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Term
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Definition
| involves comparing actual performance outcomes to a predetermined standard |
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Term
| Example of a controlling activity: |
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Definition
| monitoring employee performance, analyzing production errors (example of ___) |
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Term
1) organizational pyramid
2) feller's diamond |
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Definition
| Types of managerial levels (2) |
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Term
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Definition
| responsibilities assigned at various levels within organization; more managers at entry level, fewer at senior leadership roles |
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Term
1) top-level managers
2) middle-level (general) managers
3) first-level managers
4) individual contributors |
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Definition
| List the levels within an organizational pyramid (4) |
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Term
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Definition
| responsible for making major decisions, providing the organization with a clear direction, and planning strategically to reach organizational goals |
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Term
| Chairman of the board, CEO, president, executive VP, vice president, dean |
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Definition
| Examples of top-level managers |
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Term
| director, branch manager, department chairperson, chief of surgery |
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Definition
| Examples of middle-level (general) managers |
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Term
| Middle-level (general) managers |
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Definition
| responsible for coordinating activities within the firm; their breadth of responsibility and income varies greatly |
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Term
| First-level (front-line) managers |
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Definition
| oversee and execute daily tasks; they are responsible for meeting annual goals |
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Term
| supervisor, office manager, crew chief, team leader |
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Definition
| Examples of first-level (frontline) mangers |
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Term
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Definition
| operatives and specialists; worker w/most experience may supervise the rest of this part of the organizational pyramid |
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Term
| tool-and-die maker, cook, word processing technician, assembler |
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Definition
| Examples of individual contributors |
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Term
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Definition
| contradicts pyramid organizational level b/c employees don't often enter at bottom and rise top until they retire; rather they enter from the side, work for a period of time, and leave from one of the points of the diamond |
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Term
1) Management
2) Temporary/seasonal
3) Administrative support
4) Retired expert |
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Definition
| List the 4 points of Feller's diamond |
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Term
1) technical core
2) technical support |
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Definition
| What are the two center parts of Feller's diamond? |
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Term
Retained: Technical core and support
Let go: the points of the diamond |
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Definition
| In hard times, who in Feller's diamond is retained and who is let go? |
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Term
| product/service design, manufacturing and supply chain expertise, information and data storage and security, critical leadership |
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Definition
| What activities are associated with employees in the core of Feller's diamond? |
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Term
| Internships bypass the "temp" into the technical core- b/c internships provide companies w/info. about potential employees and help students gain a competitive edge (w/experience) |
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Definition
| How do internships relate to Feller's diamond? |
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Term
1) Line positions
2) Staff positions |
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Definition
| Name the two positions (different roles) within the levels that contribute to organizational success |
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Term
| Line positions (and examples) |
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Definition
| all employees directly involved in the profitability of a company; examples: person making the product, factory manager, designer, salespeople, CEO |
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Term
| Staff positions (and examples) |
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Definition
| employees NOT directly involved in profitability; they provide expertise, manpower, and resources (usually provide services; examples: cafeteria workers, HR department, accountants |
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Term
| A systems view of organizations (describe) |
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Definition
| The business itself is defined as an "open" or "closed" system based on how it interacts with its environment- which changes over time |
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Term
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Definition
| interacts w/external environment to acquire resources, expertise, and processes- then takes the product/service and sells it to external customers |
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Term
| Example of an open system |
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Definition
| Vzio- does not even touch televisions; contracts w/others to finalize products (put together, service, etc.)- this enables Vzio to charge low prices (which system is this?) |
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Term
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Definition
| independent of its environment; is autonomous and self-supporting |
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Term
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Definition
Debeers- owned diamond mines, processing, retail stores; they controlled the demand market
(which system is this?)
Timberland- until demand increased to where volume could not be met |
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Term
| SWOT (define and list components/internal vs external) |
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Definition
| a tool used by managers for evaluating a business strategy; Strengths, Weaknesses (internal forces) and Opportunities, Threats (external forces) |
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Term
1) for-profit
2) non-profit (and non-for profit)
3) mutual-benefit |
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Definition
| List the 3 types of organizations |
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Term
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Definition
| companies that exist to make money; have owners |
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Term
| Non-profit (and non-for profit: can make a little more money) |
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Definition
| owned by the gov't; main service is to improve society |
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Term
| Mutual-benefit (and examples) |
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Definition
| purpose is to serve members of the organization; examples: political parties, unions |
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Term
| Entrepreneurship (and characteristics of the individuals) |
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Definition
| taking risks to create a new business; usually don't finish school; some are serial (start and sell businesses over and over) |
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Term
| Intrapreneurship (and example) |
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Definition
| encourage people within organization to create new businesses; example: Nike is well-known for this |
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Term
1) high energy level: work long hours
2) high tolerance of ambiguity: able to adapt to changes |
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Definition
| List the personality traits (usually don't change over lifetime; set between ages 12-14) of successful managers (2) |
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Term
1) ability to motivate
2) communication skills
3) ability to work well with others |
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Definition
| List the 3 skills (able to improve over lifetime) of successful managers |
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