Ch 9 Management Principles

The graphic presentation of an organization’s structure is termed
an organization chart.
Which of the following would likely result in a narrower span of management?
having complex work that needs to be done
Social responsibility is
an organization’s responsibility to society beyond its profit generation.
The management function of planning
involves determining in advance what should happen
____________ departmentalization occurs when organization units are defined by the nature of the work being performed.
Functional
Which of the following activities would be considered part of the INTERPERSONAL role of a manager?
hiring and training staff
The assignment of various activities or tasks to different units or people is termed
departmentalization.
Line and staff positions differ in that
line positions have supervisory responsibility; staff positions have advisory responsibility
The term efficiency means
achieving outcomes with minimum inputs.
Policies are important in organizations because they
provide a general guide for organizational behavior.
_____________ specify action by stating what must or must not be done in an organization.
Rules
Technical skill
is most important at the start of one’s management career
“Span of management” refers to
the number of people that one manager can effectively manage.
Managment
process of integrating resources for accomplishment of objectives
organization
group of people working together in a strucutred and coordinated way to achieve goals
Authority
delegation from top to lower levels of mgmt and the right of managers to direct others and take action bc of their position
Accountability
a state of being responsible to one’s self, to some organization, or even to the public
Ef
Efficiency
Doing things right
effectiveness
doing the right things
Manager types
general manager is responsible for all activities in unit. Functional manager is responsible for one area.
Interpersonal roles
1)role as figurehead (representational responsibility of mgmt. ceremonial duties);
2) leader role (hiring and training.)
3) Liaison (deals with people in and out of org)
Informational roles
1) Monitor – looks for new information constantly to become more effective
2) Disseminator – transmits info to subordinates
3) Spokesperson – transmits info to people in and out of org
Decisional roles
1) Entrepreneur (changing biz)
2) Disturbance handler – example: strike; failure of supplier to deliver
3) Resource Allocator – decides how and to whom the resources of the org will be distributed
4) Negotiator
Rules
Specification of action, stating what must or must not be done.
Organizing
mgmt function of grouping activities, delegating authority and coordinating relationships, horizontally and vertically.
Staffing
Management function of determining the appropriate number of employees needed by the org for the work that must be accomplished.
Directing
mgmt function of directing human resources for the accomplishment of objectives
Controlling
mgmt function of ensuring that plans are being followed
Participative mgmt
involving employees in the decision making process
leadership
process of influencing the activities of an individual or a group in efforts toward goal achievements
Vertical division of labor
– establishment of lines of authority. In centralized org, most decisions are made at top and lower level managers have limited discretion in decision making
Horizontal division of labor
groups employees at similiar levels in the org, allowing them to work together more easily.
matrix
used for special projects. Experts from a variety of departments are pulled together to work with a project manager
Formal authority
authority that exists because of position in the org
Acceptance authority
authority based on the employee’s acceptance of that authority
authority of competence
authority based on a manager’s competence or expertise
Departmentalization
process of grouping jobs according to some logical arrangement. There is functional (by nature of work); geographic departmentalization (national restaurant chains); type of customers served
Line position
a position in the direct chain of command
staff position
position intended to provide expertise, advice and support for line positions.
Globalization
interaction among people and organizations of different nations
Accountability
a state of being responsible to one’s self, to some organization, or even to the public
authority
delegation from top to lower levels of mgmt and the right of managers to direct others and take action because of their position
chain of command
clear and distinct lines of authority within an organization – who reports to whom
conceptual skill
the ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts
controlling
mgmt function of ensuring that plans are being followed
coordination
process of linking activities of various departments in the organization
corporate culture (organizational culture)
shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together
delegation
process of assigning job activities and authority to a specific employee within the organization
departmentalization
process of grouping jobs according to some logical arrangement
directing
mgmt function of directing human resources for the accomplishment of objectives
formal authority
authority that exists because of position in the organization
functional manager
responsible for only one area of organizational activity
general manager
responsible for all the activities of a unit
globalization
interaction among people and organizations of different nations
line position
a position in the direct chain of command
mgmt
process of integrating resources for accomplishment of objectives
method
details for one step in a process
objectives
goals, or end points, set the direction for all managerial planning
organizing
mgmt function of grouping activities, delegating authority, and coordinating relationships, horizontally and vertically
participative mgmt
involving employees in the decision-making process
planning
mgmt functions of determining in advance what should happen
policies
the guidelines for action in an organization
policy
general guide to organized behavior developed by top-level mgmt
politics
art or science of influencing others or holding control
procedures
chronological sequence of activities, define steps for implementation
quota
a specified amount that can be produced
responsibility
the obligation to perform an assigned activity or see that someone else performs it
rules
specification of action, stating what must or must not be done
skill
an ability that can be developed and that is manifested in performance
social responsibility
an organization’s responsibility to society that extends beyond its profit generation
span of mgmt (span of control)
number of employees that can be effectively supervised by one manager
staff position
position intended to provide expertise, advice, and support for line positions
staffing
mgmt functions of determining the appropriate number of employees needed by the organization for the work that must be accomplished
strategic planning
a contiuous and systematic process in which people make decisions about intended future outcomes, how outcomes are to be accomplished, and how success is measured and evaluated
subsidy
government payments to domestic producers to make their product more competitive in the market
tariffs
government taxes on products shipped internationally
technical skill
involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods of techniques. Human (or interpersonal) skill. Concerns working with people and understanding their behavior.