Principles in Management- Quiz 1

Planning
Identifying and selecting appropriate goals, one of the four principle tasks of management
Competive Advantage
The ability of one organization to outperform other organizations because it produces the desired goods or services more efficiently and effectively than they do
Core Competency
The specific set of departmental skills, knowledge and experience that allows one organization to outperform another
Effectiveness
A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals
Technical Skills
The job-specific knowledge and techniques required to perform an organizational role
Employee Empowerment
The expansion of employees’ knowledge, tasks, and decision-making responsibilities
First-Line Manager
A manager who is responsible for the daily supervision of non-managerial employees
Management
The planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively
Turnaround Management
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources to allow it to survive and prosper
Efficiency
A measue of how or how productively resources are used to achieve a goal
Conceptual Skill
The ability to analyze and diagnose a situation and to distinguish between cause and effect
Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four priniciple taks of management
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals
Restructuring
The downsizing of any organization by he elimination of job s of large numbers of top, middle, and first-line managers as well as non-managerial employees
Theory X
A set of negative assumptions about workers that lead to the conclusion that a manager’s task is to supervise workers closely and control their behavior
Standard Operating Procedures (SOPs)
Specific sets of written insturctions about how to perfomr a certain aspect of a task
Synergy
Performance gains that results when individuals and departments coordinate their actions
Job Specialization
The process by which a division of labor occurs as different workers specialize in different tasks over time
Organizational Behavior
The study of the factors that have an impact on how individuals and groups respond to and act in organizations
Line of Authority
The chain of command extending from the top to the bottom of an organization
Espirt de Corps
Shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group
Open System
A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchas by customers
Centralization
The concentratin of authority at the top of the managerial hierarchy
Authority
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
Behavioral Management
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals
Attitude
A collection of feelings and beliefs
External Locus of Control
The tendency to locate responsibility for oe’s fate in outside forces and to believe that one’s own behavior has little impact on outcomes
Job Satisfaction
The collection of feelings and beliefs that managers have about their current jobs
Emotional Intelligence
Te ability to understand and manage one’s own moods and emotions and the moods and emotions of other people
Organizational Commitment
The collection of feelings and beliefs that managers have about their organization as a whole
Norms
Unwritten, informal codes of conduct that describe how people should act in particular situations and are considered important by most members of a group or organization
Need of Affiliation
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
Organizational Culture
The shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals
Emotional Intelligence
The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people
Openness to Experience
The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks