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40 terms

MGT 301- Ch. 1

STUDY
PLAY
Organization
a group of people who work together to achieve some specific purpose.
Management
the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources.
Efficiency
--the means; to use resources--people, money, raw materials, and the like--wisely and cost effectively.
Effectiveness
--the ends; means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals.
Competitive advantages
the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them.
Innovation
finding ways to deliver new or better goods or services.
Internet
the global network of independently operating but interconnected computers, linking hundreds of smaller networks around the world.
E-Commerce
the buying and selling of goods or services over computer networks
e-business
using the internet to facilitate every aspect of running a business.
email
text messages and documents transmitted over a computer network
Project management software
programs for planning and scheduling the people, costs, and resources to complete a project on time.
Databases
computerized collections of interrelated files
telecommute
work from home or remote locations using a variety of information technologies
videoconferencing
using video and audio links along with computers to let people in different locations see, hear, and talk with one another.
collaborative computing
using state of the art computer software and hardware, will help people work better together.
knowledge management
the implementing of systems and practices to increase the sharing of knowledge and information throughout an organization.
Sustainability
is defined as economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs.
Management Process (4 management functions)
planning, organizing, leading, and controlling
Planning
defined as setting goals and deciding how to achieve them.
organizing
arranging tasks, people and other resources to accomplish the work.
Leading
motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals.
Controlling
defined as monitoring performances, comparing it with goals, and taking corrective action as needed.
Top managers
long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it.
Middle Managers
implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below them.
First-line managers
make short term operating decisions, directing the daily tasks of non-managerial personnel.
Functional Manager
responsible for just one organizational activity
general manager
responsible for several organizational activities.
Interpersonal roles
managers interact with people inside and outside their work units
Informational roles
as monitor, disseminator, and spokesperson--managers receive and communicate information with other people inside and outside of the organization.
Decisional roles
managers use information to make decisions to solve problems or take advantage of opportunities.
The 4 decision making roles are:
entrepreneur, disturbance handler, resource allocator, and negotiator.
The 3 interpersonal roles are:
interpersonal, information, decisional
Entrepreneurship
the process of taking risks to try to create a new enterprise
entrepreneur
someone who sees a new opportunity for a product or service and launches a business to try to realize it.
intrapreneur
someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try to realize it.
internal locus of control
the belief that you control your own destiny
Technical, conceptual, and human
Researcher Robert Katz found that through education and experience managers acquire three principal skills:
Technical skills
consist of the job-specific knowledge needed to perform well in a specialized field.
Conceptual skills
consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together.
Human skills
consist of the ability to work well in cooperation with other people to get things done