all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,

1. c

4.  A formal
and coordinated group of people who function
to achieve particular goals
 These goals cannot be achieved by individuals acting
alone
 An organization consists of a group of people striving
to reach goals that individuals acting alone could not
achieve
 Two or more people who work together in a structured
way to achieve a specific goal or set of goals.

6.  Human
 Financial
 Physical
 Information

7.  Management
refers to the tasks and
activities involved in directing an
organization or one of its units:
planning, organizing, leading, and
controlling.
 The process of reaching
organizational goals by working
with and through people and other
organizational resources.

8.  The
process of getting things done, effectively and
efficiently, through and with other people
 Means
doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
 Means
doing the right things; goal attainment

9.  Efficient
means using resources
wisely and without unnecessary
waste.
 Effective means doing the right
things successfully.

10. Management

11.  the
preparation of a firm for future business conditions
 the
organization of employees and other resources in a
manner that is consistent with the firm’s goal.


the process of providing employees with instructions on
how they should complete their tasks.
the monitoring and evaluation of tasks

12. Organizing
Planning
Leading
.
Controlling

13.  Includes
defining goals,
establishing strategy, and
developing plans to
coordinate activities
 Includes
 Includes
motivating
employees, directing the
activities of others, selecting
the most effective
communication channel, and
resolving conflicts
determining what
tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
 The
process of monitoring
performance,
comparing it with goals, and
correcting any significant
deviations

14. Top Managers:
make the strategic (long-term) plan
Communicate the plan to middle management
and ask middle management to implement the
plan.
Middle Managers:
Organize the employees and other resources to
produce
Communicate the organization to supervisors
and ask them to implement the production
process
Supervisors:
Explain each employee’s tasks & how to
perform the tasks
Top Management: Assess the expenses and
sales from producing products every month.
Determine whether the new strategic plan is
successful.
Middle Management: Determine whether the
production is efficient (based on monitoring the
plant’s output and expenses each month
Supervisors: Monitor employees to ensure their
new assignments properly

15.  People
responsible for
directing the efforts aimed
at helping organizations
achieve their goal
 A person who plans,
organizes, directs and
controls the allocation of
human, material, financial,
and information resources
in pursuit of the
organization’s goals.
.

16.  A classification
referring to a group of similar activities in
an organization like marketing or operations.
 A manager
responsible for just one organizational activity
such as accounting, human resources, sales, finance,
marketing, or production
 Focus on technical areas of expertise
 Use communication, planning and administration,
teamwork and self-management competencies to get work
done

17.  responsible
for the operations of more complex units
for example, a company or division
 Oversee work of functional managers
 Responsible for all the activities of the unit
 Need to acquire strategic and multicultural
competencies to guide organization

20. Top manager
Middle manager
First line
manager

21.  have
direct responsibility for producing goods or services
Foreman, supervisors, clerical supervisors
 Coordinate
employee activities
 Determine which goods or services to provide
 Decide how to market goods or services to customers
 Assistant Manager, Manager (Section Head)
 provide
the overall direction of an organization Chief
Executive Officer, President, Vice President

22.  Directly
responsible for production of goods or services
 Employees who report to first-line managers do the
organization’s work
 Spend little time with top managers in large
organizations
 Technical expertise is important
 Relay on planning and administration, selfmanagement, teamwork, and communication
competencies to get work done

23.  Responsible
for setting objectives that are consistent with
top management’s goals and translating them into specific
goals and plans for first-line managers to implement
 Responsible for coordinating activities of first-line
managers
 Establish target dates for products/services to be delivered
 Need to coordinate with others for resources
 Ability to develop others is important
 Rely on communication, teamwork, and planning and
administration competencies to achieve goals

24.  Responsible
for providing the overall direction of an
organization
 Develop goals and strategies for entire organization
 Spend most of their time planning and leading
 Communicate with key stakeholders—stockholders,
unions, governmental agencies, etc., company policies
 Use of multicultural and strategic action competencies
to lead firm is crucial

25. Fragmentation
Managerial
Problems
Brevity
High Variety

28.  Figurehead
 Leader
 Liaison
 Monitor
 Disseminator
 Spokesperson




Entrepreneur
Disturbance hander
Resource allocator
Negotiator

29.  ethical
guidelines and the principles of behaviour
employees are to follow in their dealings with customers
and suppliers
 give
direct commands and orders to subordinates and make
decisions
 coordinate
between different departments and establish
alliances between different organizations

30.  evaluate
the performance of managers in different
functions
 communicate
to employees the organization’s vision
and purpose
 give
a speech to inform the local community about the
organization’s future intentions

31.  commit
organization resources to
develop innovative goods and
services
 to
take corrective action to deal
with unexpected problems facing
the organization from the external
as well as internal environment

allocate existing resources among
different functions and
departments
 work
with suppliers, distributors
and labour unions

32. Management
Skills

34. Managers have to perform many roles in an organization
and how they handle various situations will depend on
their styles of management.
A management style is an overall method of leadership
used by a manager.



Autocratic
Democratic
Laissez-faire

35.  an
autocratic or authoritarian manager makes all the
decisions, keeping the information and decision making
among the senior management.
 the direction of the business will remain constant, and the
decisions will be quick and similar, this in turn can project
an image of a confident, well managed business.
 subordinates may become dependent upon the leaders and
supervision may be needed;
 this style can decrease motivation and increase staff
turnover

36.  the
manager allows the employees to take part in
decision-making: therefore everything is agreed by the
majority. (empowerment)
 this style can be particularly useful when complex
decisions need to be made that require a range of
specialist skills;
 from the overall business' point of view, job satisfaction
and quality of work will improve.
 the decision-making process is severely slowed down,
and the need of a consensus may avoid taking the 'best'
decision for the business.

37.  the
leader delegates much authority to employees; the
leader's role is peripheral and staff manage their own
areas of the business.
 the style brings out the best in highly professional and
creative groups of employees.
 the leader therefore evades the duties of management
and uncoordinated delegation occurs;
 this leads to a lack of staff focus and sense of direction,
which in turn leads to much dissatisfaction, and a poor
company image

38. k

39. a
combination of knowledge, skills, behaviours, and
attitudes that contribute to personal effectiveness
 sets
of knowledge, skill, behaviours, and attitudes that a
person needs to be effective in a wide range of
positions and various types of organizations

40.  Specific
set of departmental
skills, abilities, knowledge and
experience that allows one
organization to outperform its
competitors

41.  Communication
Competency
 Planning & Administration
Competency
 Teamwork Competency
 Strategic Action
Competency
 Multicultural Competency
Self-Management
Competency
competencies
competencies

42.  Ability
to effectively transfer and
exchange information that leads to
understanding between yourself and
others
 Informal Communication
 Used to build social networks and good
interpersonal relations
 Formal Communication
 Used to announce major events/decisions/
activities and keep individuals up to date
 Negotiation
 Used to settle disputes, obtain resources,
and exercise influence

43.  Deciding
what tasks need to be done, determining how
they can be done, allocating resources to enable them to
be done, and then monitoring progress to ensure that
they are done
 Information gathering, analysis, and problem solving
from employees and customers
 Planning and organizing projects with agreed
upon completion dates
 Time management
 Budgeting and financial management

44.  Accomplishing
tasks through small groups
of
people who are collectively responsible and
whose job requires coordination
 Designing teams properly involves having
people participate in setting goals
 Creating a supportive team environment
gets
people committed to the team’s goals
 Managing team dynamics involves settling
conflicts, sharing team success, and assign
tasks
that use team members’ strengths

45.  Understanding
the overall mission and
values of the organization and ensuring
that employees’ actions match with
them
 Understanding how departments or
divisions of the organization are
interrelated
 Taking key strategic actions to position
the firm for success, especially in
relation to concern of stakeholders
 Leapfrogging competitors

46.  Understanding,
appreciating and
responding to diverse political,
cultural, and economic issues
across and within nations
 Cultural knowledge and
understanding of the events in at
least a few other cultures
 Cultural openness and sensitivity
to how others think, act, and feel
 Respectful of social etiquette
variations
 Accepting of language differences

47. Developing yourself and taking responsibility
 Integrity and ethical conduct
 Personal drive and resilience
 Balancing work and life issues
 Self-awareness and personal development activities


48.  Hard
work
 Smart work
 Patience
 Out of box thinking
 Reading and acquiring
knowledge
 Ethical consciousness
 Collaborative relationship
 Perseverance

49. Communication
Competency
Planning &
Administration
competency
Teamwork
competency
Managerial
effectiveness
Global
awareness
competency
Strategic action
competency
Self
management
competency

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