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manager Someone who coordinates and oversees the work of other people so that organizational
goals can be accomplished.
first-line managers Managers at the lowest level of the organization who manage the work of non-managerial
employees.
middle managers Managers between the first level and the top level of the organization who manage the
work of first-line managers.
top managers Managers at or near the upper levels of the organization structure who are responsible for
making organization-wide decisions and establishing the goals and plans that affect the
entire organization.
management Coordinating and overseeing the work activities of others so that their activities are
completed efficiently and effectively.
efficiency Doing things right, or getting the most output from the least amount of inputs.
effectiveness Doing the right things, or completing activities so that organizational goals are attained.
planning Management function that involves defining goals, establishing strategies for achieving
those goals, and developing plans to integrate and coordinate activities.
organizing Management function that involves arranging and structuring work to accomplish the
organization’s goals.
leading Management function that involves working with and through people to accomplish
organizational goals.
controlling Management function that involves monitoring, comparing, and correcting work
performance.
interpersonal roles Managerial roles that involve people and other duties that are ceremonial and symbolic in
nature.
informational roles Managerial roles that involve collecting, receiving, and disseminating information.
technical skills Job-specific knowledge and techniques needed to proficiently perform specific tasks.
human skills The ability to work well with other people individually and in a group.
conceptual skills The ability to think and to conceptualize about abstract and complex situations.
universality of The reality that management is needed in all types and sizes of
management organizations, at all organizational levels, in all organizational areas, and in organizations
in all countries around the globe.
division of labor The breakdown of jobs into narrow and repetitive tasks.
(or job specialization)
Industrial Revolution The substitution of machine power for human power, which made it more economical to
manufacture goods in factories rather than at home.
scientific managementUsing the scientific method to determine the “one best way” for a job to be done.
organizational behavior The field of study concerned with the actions (behavior) of
(OB) people at work.
Hawthorne Studies A series of studies during the 1920s and 1930s that provided new insights in individual and
group behavior.
system A set of interrelated and interdependent parts arranged in a manner that produces a
unified whole.
closed systems Systems that are not influenced by and do not interact with their environment.
contingency approachManagement approach that says that organizations are different, face different situations
(contingencies), and require different ways of managing.
workforce diversity A workforce that’s heterogeneous in terms of gender, race, ethnicity, age, and other
characteristics that reflect differences.
learning organizationAn organization that has developed the capacity to continuously learn, adapt, and change.
quality management A philosophy of management that is driven by continual improvement and responding to
customer needs and expectations.
KEY TERMS – CHAPTER 3
omnipotent view of management The view that managers are directly responsible for
an organization’s success or failure.
strong cultures Organizational cultures in which the key values are intensely held and
widely shared.
classical view The view that management’s only social responsibility is to maximize profits.
socioeconomic view The view that management’s social responsibility goes beyond making profits to
include protecting and improving society’s welfare.
social obligation When a firm engages in social actions because of its obligation to meet certain
economic and legal responsibilities.
social responsiveness When a firm engages in social actions in response to some popular social need .
social responsibility A business’s intention, beyond its legal and economic obligations, to do the right
things and act in ways that are good for society .
greening of management The recognition of the close link between an organization’s decisions and activities
and its impact on the natural environment.
values-based management An approach to managing in which managers are guided by the organization’s
shared values in their management practices.
ethics Principles, values, and beliefs that define what is right and wrong behavior.
locus of control A personality attribute that measures the degree to which people believe they
control their own fate.
code of ethics A formal statement of an organization’s primary values and the ethical rules it
expects its employees to follow .
whistleblower Individuals who raise ethical concerns or issues to others inside or outside the
organization.
rational decision making Decision-making behavior where choices are consistent and value-
maximizing within specified constraints.
intuitive decision making Making decisions on the basis of experience, feelings, and accumulated
judgment.
rule An explicit statement that tells managers what they can or cannot do.
unstructured problems Problems that are new or unusual and for which information is ambiguous
or incomplete.
certainty A situation in which a manager can make accurate decisions because all
outcomes are known.
risk A situation in which the decision maker is able to estimate the likelihood of certain outcomes.
uncertainty A situation in which a decision maker has neither certainty nor reasonable
probability estimates available.
directive style A decision-making style characterized by low tolerance for ambiguity and a
rational way of thinking.
behavioral style A decision-making style characterized by a low tolerance for ambiguity and
an intuitive way of thinking.
stated goals Official statements of what an organization says, and what it wants its
various stakeholders to believe, its goals are.
real goals Goals that an organization actually pursues, as defined by the actions of its
members.
strategic plans Plans that apply to the entire organization, establish the organization’s
overall goals, and seek to position the organization in terms of its
environment.
operational plans Plans that specify the details of how the overall goals are to be achieved.
specific plans Plans that are clearly defined and which leave no room for interpretation.
directional plans Plans that are flexible and that set out general guidelines.
single-use plan A one-time plan specifically designed to meet the needs of a unique
situation.
standing plans Ongoing plans that provide guidance for activities performed repeatedly.
traditional goal setting An approach to setting goals in which goals are set at the top level of the
organization and then broken into subgoals for each level of the
organization.
management by objectives (MBO) A process of setting mutually-agreed upon goals and using those goals to
evaluate employee performance.
commitment concept Plans should extend far enough to meet those commitments made today.
formal planning department A group of planning specialists whose sole responsibility is helping to write
organizational plans.
KEY TERMS – CHAPTER 8
strategies The decisions and actions that determine the long-run performance
of an organization.
business model A strategic design for how a company intends to profits from its
strategies, processes, and activities.
strengths Any activities the organization does well or any unique resources
that it has.
related diversification When a company grows by combining with firms in different, but
related, industries.
unrelated diversification When a company grows by combining with firms in different and
unrelated industries.
BCG matrix A strategy tool that guides resource allocation decisions on the
basis of market share and growth rate of SBUs.
business or competitive strategy An organizational strategy focused on how the organization will
compete in each of its businesses.
stuck in the middle A situation where an organization hasn’t been able to develop
either a low cost or a differentiation competitive advantage.
environmental scanning The screening of large amounts of information to anticipate and interpret
changes in the environment.
quantitative forecasting Forecasting that applies a set of mathematical rules to a series of past
data to predict outcomes.
qualitative forecasting Forecasting that uses the judgment and opinions of knowledgeable
individuals to predict outcomes.
benchmarking The search for the best practices among competitors or noncompetitors
that lead to their superior performance.
scheduling Detailing what activities have to be done, the order in which they are to be
completed, who is to do each, and when they are to be completed.
Gannt chart A scheduling chart developed by Henry Gantt that shows actual and
planned output over a period of time.
load chart A modified Gantt chart that schedules capacity by entire departments or
specific resources.
events End points that represent the completion of major activities in a PERT network.
activities The time or resources needed to progress from one event to another in a
PERT network.
slack time The amount of time an individual activity can be delayed without delaying
the whole project.
breakeven analysis A technique for identifying the point at which total revenue is just sufficient
to cover total costs.
projectA one-time-only set of activities that has a definite beginning and ending point in time.
project management The task of getting a project’s activities done on time, within budget, and
according to specifications.