20 KEY TERMS OF MANAGEMENT

1.    Management
-        Planning, organizing, leading and, controlling resources for the purpose of achieving organizational goals. 
2.     Management functions 
-        Planning:  Defining the goals as directed by executive management; developing strategy; conceptualizing coordinated efforts. 
-         Organizing:  Establishing the tasks that will achieve the goals; defining lines of leadership; determining where decisions will be made. 
-         Leading:  Motivating and directing subordinates; establishing effective communications; resolving conflicts quickly and equitably. 
-        Controlling:  Ensuring tasks are accomplished as planned and correcting deviations. 
-         Organization:  A collective social unit that is goal oriented and formally structured. 
-        Performance:  An organization’s actions that measurably contribute to the achievement of organizational goals. 
-         Efficiency:  The achievement of organizational goals with the minimal consumption of resources. 
-        Effectiveness:  The extent to which an organization achieves established goals. 
3.     Management skills 
-         Technical Skills:  The ability to apply specialized expertise. 
-        Human Skills:  The ability to work with and motivate individuals or groups of individuals.
-        Conceptual Skills:  The ability to mentally analyze abstract and/or complex challenges. 
4.     Core concepts 
-        Organization:  A coordinated group of individuals that functions on a continuing basis for the purpose of achieving one or more goals. 
-         Executives:  Individuals who set organizational goals and policies. 
-         Managers:  Individuals in an organization who achieve goals through subordinates. Commonly referred to as administrators in non-profit organizations. 
-        Supervisors:  People who provide direct leadership over line employees for the purpose of achieving management’s goals.   Supervisors are typically individuals with expertise in all of the tasks of their subordinates, and are generally promoted from the ranks of the employees they oversee. 
-        Workers:  Individuals employed to accomplish specific tasks for the purpose of achieving the organizational goals set by executive management. 
5.     Management roles   
 Interpersonal Roles 
-        Figurehead: Symbolic chief; performs routine ceremonial functions and solicitations. 
-        Leader:  Directs and motivates subordinates. 
-        Liaison:  Maintains internal and external contacts of individuals and groups that are of benefit to the functioning of the organization. 
 Informational Roles 
-        Monitor:  Serves as central figure in obtaining and categorizing internal and external information relating to the organization. 
-        Disseminator:  Communicates information obtained from outside sources, as well as from subordinates, to appropriate members of the organization. 
-        Spokesperson:  Transmits information relating to the organization to external entities; is an expert in virtually all aspects of the organization, as well as its respective industry. 
 Decisional Roles 
-        Entrepreneur:  Scours the organization in search of opportunities to bring about positive, if not profitable results. 
-        Disturbance Handler:  Implements corrective action to counter important and unexpected turmoil within the organization. 
-        Resource Allocator:  Makes or approves important decisions, and ensures they are adequately staffed and funded. 
-        Negotiator:  Represents the organization in negotiations. 
6.     Activities of successful managers 
-        Traditional Management:  Decision-making, planning, and controlling. 
-        Communication:  Exchanging information and processing paperwork. 
-        Human Resource Management:  Motivating, disciplining, staffing, training, and resolving conflict. 
-        Networking:  Socializing, politicking, and interacting with outsiders. 

7.     The learning organization:  An organization in which problem solving is encouraged at all levels that results in increased operational capability. 
 Interwoven characteristics:  
  •  Leadership   •  Empowered employees   •  Shared information   •  Horizontal structure   •  Emergent strategy   •  Strong culture 
-        Paradigm:  A widespread and ingrained conceptualization of the operational environment. 
-        Paradigm shift:  A change in environmental circumstances that leads to an altered understanding of the world. 
8.     Evolution of the learning organization 
-        Classical perspective:  Management philosophies that emerged in the late 19th and early 20th century, embracing scientific and rational approaches to forging efficient and productive organizations. 
-        Scientific management:  Management perspective that relied upon early research and emphasized scientifically demonstrated measures to change management and increase productivity. 
9.     Bureaucratic organizations: 
Concept that touts impersonal and rational management that is characterized by clearly defined authority, meticulous record keeping, and separation of management and shareholders. 
10.    Administrative principles:  Focused on the organization as a whole by delineating planning, organizing, coordinating, and controlling. 

11.  Humanistic perspective:  Management philosophies that emerged concurrently with the classical perspective that focused upon employee needs, behavior, and attitudes. 
12.  The human relations movement:  Sparked by the Hawthorne studies in 1924 and involved management in focusing upon the basic needs of employees as the primary factor in increased productivity. 
13.   The human resources perspective:  Philosophy that embraces designing jobs that challenge employees to maximize their potential. 
14.  Maslow’s Hierarchy of Needs:  A hierarchy of five needs that represent human drive, based on the premise that once a need is met, the next higher need becomes dominant.      1.   Physiological:  Includes hunger, thirst, and shelter.     2.   Safety:  Includes security and defense from physical and emotional harm.     3.   Social:  Includes affection, acceptance, friendship, and belonging.     4.   Esteem:  Includes self-respect, autonomy, achievement, status, recognition, and attention. 5.  Self-actualization:  Is reached when an individual  become what he or she or she is capable of. 
15.  Theory X and Theory Y    . 
    Theory X:  Is the assumption that employees are inherently lazy, abhor work, and must be coerced into performing. 
    Theory Y:  Is the assumption that employees enjoy working, desire responsibility, and can work without direction. 
16.  The management environment:  All factors that exist within and beyond an organization’s boundaries that can affect the organization.
17.  Internal environment:  The environment within an organization’s locus of control. 
  • Employees   • Management   • Organizational culture 
18.   General environment:  The environmental layer that indirectly influences the organization’s operations 
  • Technological   • Socio cultural   • Economic   • Legal   • Political   • International 
19.   Task environment:  The external layer of the management environment that directly affects the organization. 
  • Customers   • Labor market   • Suppliers   • Competitors 
20.  Ethics in management 
-        Ethics:  Code of moral values that govern the fundamental behaviors of individuals, groups, and organizations. 
-        Ethical dilemma:  A condition that arises when a decision must be made, and the alternatives are ethically undesirable, causing difficulty in determining right from wrong. 
-        Utilitarian approach:  The ethical principle that morally positive actions invariably result in overall good. 
-        Moral-rights approach:  States that moral decisions are best made by those affected by them.  Individualism approach:  The concept that acts are moral when they serve in the best interest of the individual’s long-term interests. 
-        Justice approach:  The concept that moral acts must be based on equity and impartiality. 
-        Distributive justice:  States that people should be treated according the differences between them. 

-        Procedural justice:  All ethics should be derived from clearly defined rules that are consistently applied.  



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