identity | an example of this influence would be support for a team leader because they like her and believe she has the best interests of her employees in mind |
Supervisors | These are the first level of managers |
staffing | a function that includes all of the activities involved in obtaining and compensating employees |
Top level | these managers include executives like CEO or a CFO |
Implementing | Supervisors are mainly concerned wtih this management function |
Core values | outline of the important principles that guide company decisions |
planning | management functions involves analyzing information, setting goals, and making decisions about what needs to be done |
strategic management | management style best to use when work is routine |
staffing function | this includes all the activities obtaining preparing, compensating, employees |
tactical management | management style best for working with part time or temporary employees |
organizing | identifying and arranging work and resources |
controlling | determining to what extent the business has accomplished its goals |
judgement | this leadership characteristic is shown by carefully making decisions |
management style | the way a manager treats and invloves employees |
leadership | ability to motivate individuals and groups to accomplish goals |
ethics | principles governing an individual or group |
Supervisors | often have non-management duties in addition to their management work |
strategic management | in this managment style, managers are less directive and involve employees in decision-making |
influence | enables a person to affect the actions of others |
ethical behavior | It is EQUALLY important for managers as employees to practice this |
Mid management | examples of this level of managment's jobs could include customer service, information technology, marketing |
Executives | planning and controlling activities are where these managers spend most of their time |
authority | If someone does management jobs but is not considered a manager they most likely lack this |
human relation skills | these cnsist of self understanding, communication, team building |
vertical | manager, has sent a memo to employees is what type of communication |
informal communication | group of employees talking in the break room to discuss what’s going on in the office |
job satisfaction | a source of this might be recognition from supervisors for a job well done |
Ethical | this behavior is the result of the actions of individuals and groups. and the results of actions |
Directive | tactical managers are more ______________ and controlling |
Initiative | having the ambition and motivation to get work done without being asked |
formal | communication methods have been established and approved by the organization |
Formal Influence | The leadership role is part of the organization's structure. |
Core Values | The important principles that will guide decisions and actions in the company. |
Implementing | The effort to direct and lead people to accomplish the planned work of the organization. |
Staffing | All of the activities involved in obtaining, preparing, and compensating the employees of a business. |
Influence | Enables a person to affect the actions of others. |
Ethical Business Practices | Ensure that the highest standards of conduct are observed in a company's relationships with everyone who is a part of the business or affected by the business' activities. |
Management | The process of accomplishing the goals of an organization through the effective use of people and other resources. |
Human Relations | The way people get along with each other. |
Leadership | The effort to inspire and motivate individuals and groups to accomplish important goals. |
Controlling | Determines to what extent the business is accomplishing the goals it set out to reach in the planning stage. |
Planning | Analyzing information, setting goals, and making decisions about what needs to be done. |
Management Style | The way a manager treats and involves employees. |
Organizing | Identifying and arranging the work and resources needed to achieve the goals that have been set. |
Informal Influence | The leadership role is not part of a formal structure. |
Executives | Top-Level Managers with responsibilities for the direction and success of the entire business |
Mid-Managers | Specialists with responsibilities for specific parts of a company's operations |
Supervisors | The 1st level of management |
Tactical Management | Style in which the manager is more directive and controlling |
Strategic Management | Style in which managers are less directive and involve employees in decision-making |
Mixed Management | Combo of Tactical/Strategic |
Understanding | Respecting the feelings and needs of the people they work with |
Initiative | Having the ambition and motivation to get work done without being asked |
Dependability | Following through on commitments |
Judgment | Making decisions carefully |
Objectivity | Looking at all sides of an issue before making a decision |
Confidence | Being willing to make decisions and take responsibility for the results |
Stability | Not being too emotional or unpredictable |
Cooperation | Working well with others, recognizing others' strengths, and helping to develop effective group relationships |
Honesty | Being ethical in decision-making and treatment of others |
Courage | Willing to take reasonable risks and make unpopular decisions |
Communication | Able to listen, speak, and write effectively |
Intelligence | Having the knowledge and understanding needed to perform well |
Self Understanding | To be able to meet the expectations of others, leaders must first understand their own strengths and weaknesses |
Understanding Others | Leaders recognize that people in a business often are more alike than different |
Formal Communications | Methods have been established and approved by the organization |
Informal Communications | Common but unofficial ways that information moves in an organization |
Internal Communications | Occur between managers, employees, and work groups |
External Communications | Occur between those inside the organization and outsiders such as customers, suppliers, and other businesses |
Vertical Communications | Move up or down in an organization between management and employees |
Horizontal Communications | Move across the organization at the same level, employee to employee or manager to manager |
Oral Communications | Word-of-Mouth |
Written Communications | Include Notes, letters, reports, and e-mail messages |
Team Building | Businesses are made up of groups and teams, not individuals |
Developing Job Satisfaction | Having jobs tha use their skills and interests |
Position Influence | The ability to get others to accomplish tasks because of the position the leader holds |
Reward Influence | Results from the leader's ability to give or withhold rewards |
Expert Influence | Arises when group members recognize that the leader has special expertise in the area |
Identity Influence | Stems from the personal trust and respect members have for the leader |
Ethics | Code of Conduct |
What management function involves analyzing information setting goals and making decisions about what needs to be done?
Chapter 7 Review.
What is the process of controlling and making decisions about a business?
One of the five functions of management, it involves analyzing information, setting goals, and making decisions about what needs to be done.
What is the process of accomplishing the goals of an organization through effective use of people and other resources?
M. Craft Business Management Ch. 1.
What is the management function that determines the extent of the business in accomplishing the goals set out to reach in the planning stage *?
POBF Chapter 7 Vocabulary.