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Principles of Management Chapter 1

The management process
planning, organizing, leading, and controlling
the process of setting performance objectives and determining what actions should be taken to accomplish them
assigning tasks, allocating resources, and coordinating the activities of people and groups to accomplish plans
the process of arousing people’s enthusiasm and inspiring thier efforts to work hard to fulfill plans and accomplish objectives
the process of measuring work performance, comparing results to objectives, and taking corrective action as needed
Categories of Managerial Roles
Informational, Interpersonal, and Decisional
Agenda Setting
Develops action priorities for accomplishing goals and plans
The process of creating positive relationships with people who can help advance agendas
Social Capital
A capacity to attract support and help from others to get things done
Technical Skill
The ability to use expertise to perform a task with proficiency
Human Skill
The ability to work well with others
emotional intelligence
the ability to manage ourselves and our relationships effectively
Conceptual Skill
The ability to think analytically to diagnose and solve complex problems
Cognitive intelligence
the ability to think systematically and identify cause-effect patterns in data and events
Intellectual Capital
The collective brainpower or shared knowledge of a workforce
The Glass Ceiling Effect
An invisible barrier limiting career advancement of women and minorities
Shamrock Organization
Operates with a core group of full-time long-term workers supported by others who work on contracts and part-time
In a Free Agent Economy…
People change jobs more often and many work on independent contracts with a shifting mix of employers
Self Management
The ability to understand oneself, exercise initiative, accept responsibility, and learn from experience
Open System
transforms resource inputs from the environment into product outputs
the quantity and quality of work performance with resource utilization considered
Performance Effectiveness
An output measure of task or goal accomplishment
Performance efficiency
An input measure of resource cost associated with goal accomplishment
A person who supports, activates, and is responsible for the work of others
Top managers
guide the performance of the organization as a whole or one of its major parts
Middle Managers
oversee the work of large departments or divisions
Team Leaders
report to middle managers and supervise non managerial workers
Corporate Governance
When a board of directors holds top management accountable for organizational performance

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