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Chapter1.doc - Chapter 1 Managers and Management 1 Chapter...

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Chapter 1: Managers and Management Chapter 1: Managers and Management Key Terms: Organization – a systemic arrangement of people brought together to accomplish some specific purpose Operatives – people who work directly on a job or task and have no responsibility for overseeing the work of others Managers – individuals in an organization who direct the activities of others First-line managers – supervisors responsible for directing day-to-day activities of operative employees Middle managers – individuals at leaves of management between the first-line manager and top management Top managers – individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members Management – the process of getting things done, effectively ad efficiently through and with people Efficiency – means of doing the task correctly; refers to the relationship of inputs and outputs; seeks to minimize resource costs Effectiveness – means of doing the right tasks; goal attainment Management processes – planning, organizing, leading, and controlling Planning – includes defining goals, establishing strategy, and developing plans to coordinate activities Leading – includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling – the process of monitoring performance, comparing it with goals and correcting any significant deviations Managerial roles – specific categories of managerial behavior; often groups under three primary headings: interpersonal relationships, transfer of information, and decision making Small business – an independently owned and operated profit-seeking enterprise that has fewer than 500 employees Conceptual skills – a manager’s mental ability to coordinate all of the organization’s interests and activities Interpersonal skills – a manager’s ability to work with, understand, menot, and motivate others, both individually and in groups Technical skills – a manager’s ability to use the tools, procedures, and techniques of a specialized field Political skills – a manager’s ability to build a power base and establish the right connection Management competencies – a cluster of knowledge, skills, and attitudes related to effective managerial performance 1
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Chapter 1: Managers and Management 3 common characteristics of all organizations 1. purpose is expressed in goals or set of goals 2. no purpose or goal can be achieved without people making decisions to establish the purpose and performing a variety of activities to make that goal a reality 3. all orgs develop a systematic structure that defines and limits the behavior of its members Organization members are divided into two categories 1. operatives 2. managers a. top – CEO, VP, President etc.
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