Chapter 1 Vocabulary
A manager's skills, values, and motivational preferences.
The ability to see the big picture.
The process of monitoring performance against goals, intervening when goals are
not met, and taking corrective action.
The task of hiring, training, mentoring, and rewarding employees in an
organization, including other managers.
Values that actually guide behavior.
What people say is important to them.
Values that society expects people to follow because they distinguish right from
wrong in that society.
Managers who manage employees who are themselves not managers.
Managers responsible for leading a particular function or a subunit
within a function.
Managers responsible for the overall performance of an organization or one
of its major self-contained subunits or divisions.
The knowledge, skills, and capabilities embedded in individuals.
Skills that managers need, including the abilities to communicate, persuade,
manage conflict, motivate, coach, negotiate, and lead.
A factor, monetary or nonmonetary, that motivates individuals to pursue a particular
course of action; also, a device used to encourage and reward appropriate employee behavior.
The process of motivating, influencing, and directing others in the organization to work
productively in pursuit of organization goals.
The art of getting things done through people.
Specific behaviors associated with the task of management.
The process of deciding who within the organization will perform what tasks,
where decisions will be made, who reports to whom, and how different parts of the organization
will coordinate their activities to pursue a common goal.