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Management-l

Terms

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copy deck
management
the process of working with people to achieve organizational goals
effective
actually achieve the goals
efficient
achieve those goals with optimum utilization resources
historical perspective
bureaucracy is the key to efficency people are to be used and control internal focus communication and technology is used to control people management by command
modern perspective
flexible and involved people are the key to success emphasis on collaboration and teams external focus communication and technology used to inform and empower people management by learning
planning
the process of determining the organization's desired future position and deciding how best to get there
organizing
the process of designing jobs, grouping jobs into manageable units, establishing patterns of authority among jobs and groups of jobs
leading
the process of motivating members of the organization to work together toward the attainment of their goals
controlling
the process of monitoring and correcting the actions of the organization and its people to keep them headed toward their goals
Minziberg's Managerial Roles
Interpersonal Informational Decisional
Interpersonal
relationships with org members
figurehead
community events and functions
leader
responsible for success or failure of org. make sure goals are met
liaison
b/w individuals and work groups in org develope favorable relationships with outside constituents
informational
monitor disseminator spokesperson (communication source)
monitor
scans internal and external environment identify potential threats / opportunities
disseminator
shares and distribute information they receive, pass on information to appropriate members ( may without info) ensure employees get information to person their duties effectively and efficiently
spokesperson
communicate information to individuals outside the unit or organizations
decisional
process info and reach conclusions entrepreneur disturbance handler resource allocator negotiator
entrepreneur
initiates projects to capitalize opportunities
disturbance handler
cope with conflicts and resolve problems deal with irrated customers, negotiate with uncooperative suppliers, and intervene in disputes between employees
resource allocator
determine which projects will receives the organization's resources time and info are resources
negotiator
with employees, suppliers, customers, and other work groups
the avon lady
andrea jung
effectiveness
doing the right things
efficiency
doing things right
Henry Mintzberg
studied actual behaviors of managers
interpersonal informational decisional
relationships communication process info and reach conclusions
scope of responsibility
functional and general managers
functional manager
responsible for his section of work groups according to function
general manager
responsible for ensuring all parts work together effectively
technical skills
knowledge, use of tools, techniques and procedures
human skills
ability to work effectively with others
conceptual skills
planning and scheduling
first line managers
technical
middle managers
human
top managers
conceptual
intellectual capital
structural customer human
structural capital
knowledge of the org represented by its patents, trademarks, and systems
customer capital
value of established relationships with customers and suppliers
human capital
cumulative skills and knowledge of the organization

Deck Info

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