All the textbook chapter glossaries for chapters 1 through 18

All the textbook chapter glossaries for chapters 1 through 18

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 1 Glossary Conceptual skills the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment Controlling monitoring progress toward goal achievement and taking corrective action when needed Disseminator role the informational role managers play when they share information with others in their departments or companies Disturbance handler role the decisional role managers play when they respond to severe problems that demand immediate action Effectiveness accomplishing tasks that help fulfill organizational objectives Efficiency getting work done with a minimum of effort, expense, or waste Entrepreneur role the decisional role managers play when they adapt themselves, their subordinates, and their units to change Figurehead role the interpersonal role managers play when they perform ceremonial duties First-line managers managers who train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company’s products or services Human skills the ability to work well with others Leader role the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives Leading inspiring and motivating workers to work hard to achieve organizational goals Liaison role the interpersonal role managers play when they deal with people outside their units Management getting work done through others
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Middle managers managers responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving those objectives Monitor role the informational role managers play when they scan their environment for information Motivation to manage an assessment of how enthusiastic employees are about managing the work of others Negotiator role the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises Organizing deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom Planning (management function) determining organizational goals and a means for achieving them Resource allocator role the decisional role managers play when they decide who gets what resources and in what amounts Spokesperson role the informational role managers play when they share information with people outside their departments or companies Team leaders managers responsible for facilitating team activities toward accomplishing a goal Technical skills the specialized procedures, techniques, and knowledge required to get the job done Top managers executives responsible for the overall direction of the organization Chapter 2 Glossary bureaucracy the exercise of control on the basis of knowledge, expertise, or experience
Background image of page 2
Closed systems systems that can sustain themselves without interacting with their environments Contingency approach holds that there are no universal management theories and that the most effective
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 57

All the textbook chapter glossaries for chapters 1 through 18

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online