Principles Of Management

Front 1

Three characteristicsthat identify an organization are its:

Back 1

1. Goals

2. People, and

3. Structure

Front 2

Examples oforganizations include:

Back 2

•Your neighborhoodconvenience store

•The Dallas Cowboysfootball team

•Fraternities andsororities

•The Cleveland Clinic,and

•Global companies suchas Nokia

Front 3

Thethree common characteristics that organizations share:

Back 3

1. Goals, which express the different purpose ofa particular organization

2. People, who make decisions and engage in workactivities to reach the organization’s goals, and

3. A deliberate structure, defines and limitsits members’ behavior.

Front 4

HowAre Managers Different from Nonmanagerial Employees?

NonmanagerialEmployees

Back 4

•Work directly on tasks

•Not responsible for overseeing others’ work

Front 5

HowAre Managers Different from Non-managerial Employees?

Managers

Back 5

•Direct and oversee the activities of others

•May have work duties not related to overseeing others.

Front 6

Managers are usually classified as:

Back 6

top, middle, first-line, or team leaders.

Front 7

What Titles Do Managers Have?

Back 7

TopManagers:

Make decisions about the direction of an organization

MiddleManagers:

Manage other managers

First-lineManagers:

Direct non-managerial employees

TeamLeaders:

Manage activities ofa work team

Front 8

Top managers

Back 8

who make decisions about the direction of the organization and establishes policies and philosophies that affect all organizational members.

Titles include:

president, vice president, chancellor, managing director, or chief executive officer.

Front 9

Middle managers

Back 9

They often manage other managers and sometimes nonmanagerial employees, and are responsible for translating the goals set by top managers into specific detailed tasks that lower-level managers oversee.

Titles include:

agency head, unit chief, division manager, or project leader.

Front 10

First-line managers

Back 10

are responsible for directing the day-to-day activities of nonmanagerial employees.

Titles include:

supervisor, shift manager, or unit coordinator.

Front 11

What Is Management?

Back 11

The process of getting things done effectively and efficiently, with and through people.

Effectiveness: Doing the right things

Efficiency: Doing things right

Front 12

The most important role of a small business manager is:

Back 12

spokesperson, performing externally in meeting with customers, arranging financing with bankers, searching for new opportunities, and stimulating change.

Front 13

The actions of manager in a large organization:

Back 13

are directed internally, deciding which organizational units get which and how much of the available resources..

Front 14

Four Functions Approach:

Back 14

•Planning

•Organizing

•Leading

•Controlling

Front 15

Planning includes:

Back 15

includesdefining goals,establishing strategy, and developing plans to coordinate activities.

Front 16

Organizing includes:

Back 16

determining which tasks need to be done and by whom, how tasks are to be grouped, who reports to whom, and who will make decisions.

Front 17

Leading includes:

Back 17

motivating employees, selecting the most effective communication channel, and resolving conflicts.

Front 18

Controlling includes:

Back 18

monitoring performance, comparing it with goals, and correcting any significant deviations.

Front 19

ManagementRoles Approach:

Back 19

1. Interpersonal relationships: figurehead, leader,and liaison.

2. Informational transfer: monitor,disseminator, and spokesperson;

3. Decision-making: entrepreneur,disturbance handler, resource , allocator and negotiator."