Introductory Management MGT 200 Technical Terms PDF

**Faculty of Management sciences** **Introductory Management** **MGT 200** **Technical Terms (1)** **Introduction to Management** **Management History** **Decision Making** **Foundations of Planning** **Section: (A, B, C, D, E, F, G, H) \...\...\...\...\....** **Name:..........................

**Faculty of Management sciences** **Introductory Management** **MGT 200** **Technical Terms (1)** **Introduction to Management** **Management History** **Decision Making** **Foundations of Planning** **Section: (A, B, C, D, E, F, G, H) \...\...\...\...\....** **Name:...........................** **ID:...............................** **Technical Terms** **Write the technical terms of the following statements:** **Introduction to Management** 1. Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. 2. Organizational members who worked directly on a job or task, involved with producing product, serve customers. 3. Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 4. Includes all levels of management between the first line level managers and the top level of the organization and they manage the work of first-line managers. 5. The lowest level of management and manage the work of non-managerial employees who are directly involved with the production or creation of the organization's products. 6. Job-specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers. 7. The ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are **equally important to all levels of management.** 8. The skills managers use to think and to conceptualize about abstract and complex situations. These skills **are most important to top managers.** 9. Refers to getting the most output from the least amount of inputs or resources and is concerned with the means of getting things done. 10. Doing those work activities that will result in achieving goals and is **concerned with the ends**, or attainment of organizational goals. 11. Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. 12. Arranging and structuring work to accomplish organizational goals, determining what to be done, how it will be done, and who will do it. 13. Working with and through people to accomplish goals, motivating and leading and any other actions involved in dealing with people. 14. Monitoring, comparing, and correcting work, to ensure that they are accomplished as planned. 15. Specific actions or behaviors expected of a manager. 16. Specific actions or behaviors expected of a manager that involve people (internal & external) and other duties. 17. Specific actions or behaviors expected of a manager that involve collecting, receiving, and disseminating information. 18. Specific actions or behaviors expected of a manager that entail making decisions or choices. 19. Seeks and receive wide variety of internal and external information to develop through understanding of organization and environment (Example reading periodicals and reports, maintaining personal contacts). 20. Transmits information received from outsiders or from subordinates to members of the organization. (Example Holding informational meetings, making phone calls to rely information). 21. Transmits information to outsiders on organization's plans, policies, actions, results, etc. (Example holding board meetings, deal with the media). 22. Symbolic head, obliged to perform a number of routine duties of a legal or social nature (Example greeting visitors, signing legal documents). 23. Responsible for the motivation of subordinates, responsible for staffing, training, and associated duties. (Example performing virtually all activities that involve subordinates). 24. Maintains self-developed network of outside contacts and informers who provide favors and information. (Example acknowledging mail, doing external board work, performing other activities that involve outsiders). 25. Searches organization and its environment for opportunities and initiates" improvement projects" to bring about changes. (Example organizing strategy and review sessions to develop new programs). 26. Responsible for corrective action when organization faces important unexpected disturbance. (Example organizing strategy and review sessions that involve disturbance and crises). 27. Responsible for the allocation of organizational resources of all kinds-making or approving all significant organizational decisions (Example scheduling, requesting, authorization, performing any activity that involves budgeting and the programming of subordinates' work. 28. Responsible for representing the organization at major negotiations (Example participating in union contract negotiations). 29. A deliberate arrangement of people assembled to accomplish some specific purpose that individuals independently could not accomplish alone. **Management History** 30. Published the Wealth of Nations in 1776. 31. Observed that firms manufactured pins in one of two different ways: Craft-style---each worker did all steps. Production---each worker specialized in one step. 32. Substituted machine power for human labor and created large organizations in need of management. 33. The "father" of scientific management, published Principles of Scientific Management (1911) and the theory of scientific management. 34. Believed that the practice of management was distinct from other organizational functions. 35. According to Henri Fayol, the principle that states that every employee should receive orders from only one is: \_\_\_\_\_\_\_\_\_\_. 36. According to Henri Fayol, the principle that states that the interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole is: \_\_\_\_\_\_\_\_\_\_\_\_. 37. According to Henri Fayol, the principle that states that Workers must be paid a fair wage for their services is: \_\_\_\_\_\_\_\_\_\_\_\_. 38. According to Henri Fayol, the principle that states that promoting team spirit will build harmony and unity within the organization is: \_\_\_\_\_\_\_\_\_\_\_\_. 39. Developed a theory of authority based on an ideal type of organization (bureaucracy). 40. Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. 41. Also called operations research or management science. 42. Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems. 43. The study of the actions of people at work; people are the most important asset of an organization. 44. Are not influenced by and do not interact with their environment (All system input and output are internal). 45. Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments. **Decision Making** 46. It is the essence of management. It is what managers do (or try to avoid). 47. Is made up of 8 steps, starting from Identification of a Problem, and ending with Evaluation of Decision Effectiveness. 48. A discrepancy between an existing and desired state of affairs. 49. Are factors that are important (relevant) to resolving the problem. 50. Making decisions on the basis of experience, feelings, and accumulated judgment. 51. Involve goals that are clear, are familiar (have occurred before), are easily and completely defined, information about the problem is available and complete. 52. A repetitive decision that can be handled by a routine approach. 53. A general guideline for making a decision about a structured problem. 54. A series of interrelated steps that a manager can use to respond (applying a policy) to a structured problem. 55. An explicit statement that limits what a manager or employee can or cannot do. 56. Problems that are new or unusual and for which information is ambiguous or incomplete, and problems that will require custom-made solutions. 57. Decisions that are unique and generate unique responses. **Planning** 58. They are plans that apply to the entire organization and establish the organization's overall goals. 59. They are plans that encompass a particular operational area of the organization. 60. They are plans with time frames extending beyond three years. 61. They are plans with time frames on one year or less. 62. They are plans that are clearly defined and leave no room for interpretation. 63. They are flexible plans that set out general guidelines, provide focus, and yet allow discretion in implementation. 64. A one-time plan specifically designed to meet the need of a unique situation. 65. Ongoing plans that provide guidance for activities performed repeatedly. 66. It is one of the approaches to setting goals in which specific performance goals are jointly determined by employees and managers. 67. It includes goal specificity, participative decision making, an explicit performance/ evaluation period, and feedback. 68. A primary managerial activity that involves, defining the organization's goals, establishing an overall strategy for achieving those goals, developing plans for organizational work activities, it is concerned with both ends (what to be done) and means (how it's to be done). 69. Desired outcomes for individuals, groups, or entire organizations, they provide direction and evaluation performance criteria. 70. Documents that outline how goals are to be accomplished, they describe how resources are to be allocated and establish activity schedules.