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Unformatted text preview: This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. Chapter 1 Managing in Turbulent Times Chapter Outline I. The Definition of Management II. The Four Management Functions A. Planning B. Organizing C. Leading D. Controlling III. Organizational Performance IV. Management Skills A. Conceptual Skills B. Human Skills C. Technical Skills V. Management Types A. Vertical Differences B. Horizontal Differences VI . What Is It Like to Be a Manager? A. Manager Activities B. Manager Roles VII. Managing in Small Business and Not-For-Profit Organizations VIII. Management and the New Workplace A. Forces on Organizations B. New Management Competencies IX. Turbulent Times: Managing Crises and Unexpected Events This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. 2 PART 1 Introduction to Management Annotated Learning Objectives After studying this chapter, students should be able to: 1. Describe the four management functions and the type of management activity associated with each. The management functions are planning, organizing, leading, and controlling. Planning means defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. The management activity associated with planning is to select goals and ways to attain them. Organizing typically follows planning and reflects how the organization will try to accomplish the plan. The management activity associated with organizing is to assign responsibility for task accomplishment. Leading is the use of influence to motivate employees to achieve the organizations goals. The management activity associated with leading is to motivate employees. Controlling means monitoring employees activities, keeping the organization on track toward its goals, and making corrections as needed. The management activity associated with controlling is to monitor activities and make corrections. 2. Explain the difference between efficiency and effectiveness and their importance for organizational performance. Organizational effectiveness is the degree to which the organization achieves a stated objective. It means the organization succeeds in accomplishing what it tries to do. Organizational efficiency refers to the amount of resources used to achieve an organizational goal. It is based on the amount of raw materials, money, and people necessary for producing a given volume of output....
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This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .
- Fall '08