Chapter 1
Definitions
Conceptual Skill: is a cognitive ability to see the organization as a whole system and the relationships
among its parts. (Ability to think strategically—to take the broad, long-term view –and to identify,
evaluate, and solve complex problems.)
Controlling: monitoring employees’ activities, determining whether the organization is moving toward
its goals, and making corrections as necessary.
Efficiency: pertains to the amount of resources (Raw materials, money, and people) used to promote
produce a desired volume of output.
Effectiveness: refers to the degree to which the organization achieves a stated goal.
Human Skills: is the manager’s ability to work with and through other people and to work effectively as
a group manager.
Leading: Is the use of influence to motivate employees to achieve organizational goals.
Organization: is a social entity that is goal directed and deliberately structured.
Organizing: involves assigning tasks, grouping tasks into departments, delegating authority, and
allocating resources across the organization.
Performance: is defined as the organization’s ability to attain its goals by using resources in an efficient
and effective manner.
Planning: means identifying goals for future organizational performance and deciding on the tasks and
use of resources needed to attain them.
Technical Skills: is the understanding of proficiency in the performance of specific tasks.
Objectives:
Explain how the four management functions relate to different management activities.
Planning (Setting goals and deciding activities)
Organizing (Organizing activities and people)
Leading (Motivating, communicating with, and developing people)
Controlling (Establishing targets and measuring performance)
Explain the difference between efficiency and effectiveness.
Efficiency is the amount of resources used for output whereas Effectiveness refers to the degree a
stated goal is achieved.
Explain how conceptual, human, and technical skills are relevant to managers.
Managers have complex jobs that require a range of abilities and skills. Although the degree of
each skill is required at different levels of an organization may vary, all managers must possess
some skill in each of these important areas to perform effectively.
Define ten roles that managers perform in organizations.
Informational
Monitor: Seek and receive information; scan web, periodicals, reports; maintain personal
contacts.
Discriminator: Forward information to other organization members; send memos and reports,
make phone calls.
Spokesperson: Transmit information to outsiders through speeches, reports
Interpersonal
Figurehead: Perform ceremonial and symbolic duties such as greeting visitors, signing legal
Documents
Leader: Direct and motivate subordinates; train, counsel, and communicate with subordinates
Liaison: Maintain information links inside and outside the organization; use e-mail, phone,
Meetings
Decisional
Entrepreneur: Initiate improvement projects, identify new ideas, delegate idea responsibility to
Others
Disturbance Handler: Take corrective action during conflicts or crises; resolve disputes among
subordinates
Resource Allocator: Decide who gets resources schedule, budget, set priorities
Negotiator: Represent team on department’s incense; represent department during negotiations
of budgets, union contracts, purchases
Describe the innovative use of management principles.
Explain major developments in the history of management theory.
Explain the management science approach and its current use in organizations.
Necessary Management Skills: Conceptual, human, and technical
Two major reasons that managers fail: poor communications and poor interpersonal skills
Discussion Questions
1.
How do you feel about having management responsibilities in today’s world, characterized by
uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some
skills and qualities that are important to managers working in these conditions?
2. Assume that you are a project manager at a biotechnology company working with managers
from research, production, and marketing on a major product modification. You notice that
every memo you receive from the marketing manager has been copied to senior management.
At every company function, she spends time talking to the big shots. You are also aware that
sometimes when you and the other project m