MANAGEMENT 301: CHAPTER 1

people who directly supervise, support,, and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole
managers
a team of leaders and supervisors in charge of people who perform non-managerial duties
First Line Managers
oversee the work of large departments or divisions
Middle Managers
Example of a Middle Manager
Michael Scott
Example of a First Line Manager
Angela
guide the performance of the organization as a whole or of one of its major parts
Top Managers
Example of a Top Manager
Jan
Name for the Board above the Top Managers in a NON PROFIT
Board of Trustees
Name for the Board above Top Managers in a TYPICAL BUSINESS/FOR PROFIT
Board of Directors
The Board of Directors are elected by who?
Stockholders
What is an example of a non-profit?
Hospital or university
The oversight of top management by a Board of Directors/Trustees
Governance
The requirement to show performance results to a supervisor
Accountability
Someone who successfully helps others achieve high performance and satisfaction in their work
Efficient manager
The overall quality of human experiences in the workplace
Quality of Work Life
A view of organization that puts customers at the top and being served by non managerial workers, who are supported by team leaders and higher level managers
Upside down pyramid
CLOP: controlling, leading, organizing, planning the use of resources to accomplish performance goals
the management process
measuring performance and taking action to ensure desired results
controlling
inspiring people to work hard to achieve high performance
leading
arranging tasks, people and other resources to accomplish the work
organizing
setting performance objectives and deciding how to achieve them
planning
What managerial roles focuses on giving, receiving and analyzing information?
informational roles
What managerial roles reflect interactions with people inside and outside the work unit?
interpersonal roles
What managerial roles involve using information to make decisions to solve problems or address opportunities?
decisional role
Involves identifying clear action priorities
Agenda setting
Involves building and maintaining positive relationships with other people
Networking
The capacity to attract support and help from others to get things done
Social capital
The ability to think analytically and achieve integrative problem solving
Conceptual skills
The ability to work well in cooperation with other people; includes emotional and intelligence control within yourself
Human skills
The ability to apply expertise and perform a special task with proficiency
Technical skills
The ability to manage ourselves and our relationships effectively
Emotional intelligence
Continuous learning from daily experiences
Lifelong learning
The worldwide interdependence of resource flows, product markets, and business competition.
Globalization
Involves contracting for work to be performed in other countries in order to spend less on labor costs.
Global contracting
Occurs when global outsourcing shifts jobs from one country to another.
Job migration
Moves jobs back from foreign to domestic locations.
Reshoring
Set moral standards of what is good and right behavior in organizations and in our personal lives.
Ethics
The oversight of a company’s management by a board of directors.
Corporate governance
Describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation and able-bodiedness.
Workforce diversity
An invisible barrier limiting career advancement of women and minorities.
Glass ceiling effect
The display of negative, irrational attitudes toward women or minorities.
Prejudice
Actively denies women and minorities the full benefits of organizational membership.
Discrimination
An economy where people change jobs more often and many work on independent contracts with a shifting mix of employed.
Free agent economy
Operates with a core group of full-time long-term workers supported by others who work on contracts and part time.
Shamrock Organization
Where even well trained professionals make their livings moving from one “gig” to the next, instead of holding a traditional full time job.
Giganomics
The collective brainpower or shared knowledge of a workforce.
Intellectual capital
Use their minds and intellects as critical assets to employers.
Knowledge workers
The ability to understand oneself, exercise initiative, accept responsibility and learn from experience.
Self management