CHAPTER 1 – THE WORLD OF INNOVATIVE MANAGEMENT1.The attainment of organizational goals through planning, organizing, leading and Show Get answer to your question and much more 2.Where the organization wants to be in the future and how to get there defines Get answer to your question and much more 3.Leading is the use of influence to motivate employees to achieve organizational Get answer to your question and much more 4.An organization is a social entity that is goal directed and deliberately structured. Get answer to your question and much more 5.Efficiency can be calculated as the amount of resources used to produce a Get answer to your question and much more 6.The individual performer is a generalist and coordinates a broad range of We’ve updated our privacy policy so that we are compliant with changing global privacy regulations and to provide you with insight into the limited ways in which we use your data. You can read the details below. 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View updated privacy policy We've encountered a problem, please try again. a new method, idea, product, etc. ____ in products, services, management systems, production processes, corporate values, and other aspects of the organization are what keep co. growing, changing, and thriving attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources Core Management Functions: Planning, organizing, leading, controlling setting goals and deciding activities assigning tasks, grouping tasks in to departments, delegating authority, and allocating resources across the organization motivating, communicating with, and developing people establish targets and measuring performance the use of influence to motivate employees to achieve org. goals Cognitive ability to see the organization as a whole system and the relationships among its parts the ability to think strategically the manager's ability to work with and through other people and to work effectively as a group member demonstrated in the way a manager relates to others the understanding of and proficiency in the performance of specific tasks managers that are strategic and long term oriented managers that are short term oriented managers that are concerned about the day to day responsible for the entire organization responsible for business units and major departments set goals and define strategies responsible for the production of goods and services application of rules and procedures responsible for the department that performs a single functional task and have employees with similar training and skills responsible for several departments that perform different functions responsible for the manufacturing and marketing departments that make or sell the product or service in charge of departments such as finance and human resources that support line departments monitor, disseminator, and spokesperson seek and receive information, scan periodicals and reports and maintain personal contacts forward information to other organization members; send memos and reports, make phone calls transmit information to outsiders through speeches, reports, and memos Figurehead, leader, and liaison perform ceremonial and symbolic duties such as greeting visitors, signing legal documents direct and motivate subordinates; train counsel, and communicate with subordinates maintain information links both inside and outside organization; use e-mail, phone calls, meetings entrepreneur, disturbance handler, resource allocator, negotiator initiate improvement projects; identify new ideas, delegate idea responsibility to others take corrective action during disputes or crisis; resolve conflicts among subordinates; adapt to environmental crises decide who gets resources; schedule, budget, set priorities represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests believing in having power over people workers must be coerced, controlled, directed, or threatened to get them to put forth adequate effort a person will exercise self-direction and self-control in the service of objectives to which he/she has already committed believe there is one best way Father of Scientific Management father of scientific management emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity looks at the organization as a whole bureaucratic organization managed on an impersonal, rational basis bureaucratic organization each subordinate receives orders from one and only one supervisor managerial work and technical work are amenable to specialization to produce more and better work with the same amount of effort similar activities in an organization should be grouped together under one manager a chain of authority extends from the top to the bottom of the organization and should include every employee unity of command, division of work, unity of direction, and scalar chain administrative principles emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes stressed the importance of people rather than engineering techniques power come from the bottom up created the idea of informal organizations truly effective control comes from within the individual worker rather than from strict authoritarian control maintained an interst in worker participation and considerate leadership but shifted the emphasis to consider the daily tasks that people perform human resources perspective Who developed theory X & Y uses scientific methods and draws from sociology, anthropology, and other disciplines to develop theories about human interaction in an organizational setting behavioral sciences approach a management perspective that emerged after ww2 and applies mathematics, statistical techniques, and other computer technology to facilitate management decision making, particularly for massive and complex problems quantitative perspective/management science the whole is greater than the sum of the parts affects organization indirectly factors that influence all organizations about equally closer to the organization and includes the sectors that conduct day to day transactions with the organization and directly influence its basic operations and performance events originating in foreign countries as well as opportunities for U.S. companies in other countries scientific and technological advancements in a specific industry as well as in society at large demographic characteristics as well as the norms, customs. and values of the general population general economic health of the country or region in which the organization operates government regulations at the local, state, and federal laws, as well as political activities designed to influence company behavior company takes over another company reduce boundaries and increase collaboration with other organizations interorganizational partnerships 2 or more organizations combine to become one an object, art, or event that conveys meaning to others a narrative based on true events and is repeated frequently and shared among organizational employees a figure who exemplifies the deeds, character, and attributes of a strong culture a phrase or sentence that succinctly expresses a key corporate value emerges in an environment that requires fast response and high-risk decision making managers encourage values that support the companies ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses suited to organizations concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change an emphasis on winning and achieving specific ambitious goals emphasizes an internal focus on the involvement and participation of employees to adopt rapidly to changing needs from the encironment meet the needs of the employees following the rules and being thrifty are valued and the culture supports and rewards a methodical, rational, orderly way of doing things the extent to which trade and investments, information, social and cultural ideas, and political cooperation flow between countries the company maintains its production facilities within the home nation and transfers its products for sale in foreign countries engaging in the international division of labor so that work activities can be done in countries with the cheapest sources of labor and supplies global outsourcing (offshoring) a corporation in one country makes certain resources available to companies in other countries a franchisee buys a complete package of materials and services, including equipment, products.... over which the company has complete control wholly owned foreign affiliate management of business operations conducted in more than one country criterion used to classify countries as developed or developing is physical facilities such as highways, airports, utilities, and telephone lines that support economic activities _____ gauges the countries competitiveness the risk of loss assets, earning power, or managerial control due to political based events or actions by host government reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves a preference for a tightly knit social framework in which individuals look after one another and organization protect their members interests a natural tendency of people to regard their own culture as superior and to downgrade or dismiss other cultural values combining social and cultural factors Which of the following is considered an informational role of managers?Managers must collect, disseminate and transmit information and these activities have three corresponding informational roles: monitor, disseminator and spokesperson.
What is the top reason managers fail in their role?Research conducted by CEB shows that 60 percent of new managers fail within the first 24 months of their new position. And according to Steve Smith, the author of Managing for Success: Practical Advice for Managers, the main reason why most new managers fail is because they were never properly trained to manage.
When two or more organizations combine to become one it is referred to as a?A merger is an agreement that unites two existing companies into one new company.
Which of the following management approaches is also called the traditional approach?Waterfall. Waterfall is often called the “traditional” project management approach.
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A manager forwards information to other organization members in the disseminator role
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