Chapter 9- Management Principles

process of integrating resources for accomplishment of objectives
group of people working together in a structured and coordinated way to achieve goals
delegated from the top to lower levels of management and the right of manager to direct others and take action because of their position
a state of being responsible to one’s self, to some organization, or even to the public
general manager
responsible for all the activities of a unit
functional manager
responsible for only one area of organizational activity
interpersonal roles
figurehead role- described by some management experts as the representational responsibility of managment
informational roles
monitor-manager constantly searches for info to use to become more effective ,disseminator-manager transmits info to subordinates who otherwise would probably have no access to this information, and spokesperson- manager is closely akin to the figurehead role.
Decisional roles
those of entrepreneur,disturbance handler, resource allocator, and negotiator
manager is the voluntary initiator of change
disturbance handler
manager responds to situations that are beyond his or her control
resource allocator
manager decides how and to whom the resources of the organization will be distributed
negotiator role
manager participates in a process of give and take until a satisfactory compromise is reached
an ability that can be developed and that is manifested in performance
goals, or end points, and set the direction for all managerial planning
guidelines for action in an organization
chronological sequence of activities
details for one step in a process
specification of action, stating what must or must not be done
strategic planning
a continuous 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
the thread or underlying logic that holds a business together
management function of grouping activities, delegating authority, and coordinating relationships, horizontally and vertically
management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished
human resources planning
designed to ensure that the organization’s labor requirements are met continuously
recruitment and selection
concerned with developing a pool of job applicants and evaluating and choosing among them.
Organization chart and job descriptions or position guides
pattern of formal relationships and duties
Differentiation or departmentalization
assignment of various activities or tasks to different units or people of the organization
coordination of separate activities or tasks
delegation of authority
power, status, and hierarchical relationships within the organization
administrative systems
guidance of activities and relationships of people in the organization through planned and formalized policies, procedures, and controls
empowered decision making
employees, not just managers, are involved in decision making
a sense of belonging to the organization is created for all members
new bases or management power
a shift has occurred from use of only downward authority to inclusion of upward and lateral lines of authority and input
personal consideration
greater recognition is given to the importance of individual employees, not just the job they perform
team-based with group recognition
formation of teams of employees and or managers working together to accomplish goals with more emphasis on team rather than individual recognition
employee job satisfaction and sense of accomplishment is more valued
flat hierarchy
the number of managerial levels has been reduced