Daily supervision of non-managerial employees.
Finding the best way to use resources to achieve organizational goals.
A measure of how productively resources are used to achieve a goal.
First-line managers, middle managers, and top managers.
A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.
Establishing organizational goals, deciding how departments should interact, and monitoring the performance of middle managers.
By level in hierarchy and by type of skill.
They are efficient and effective.
People, skills, know-how, experience, machinery, raw materials, computers and IT, financial capital, patents, loyal customers, and employees.
They supervise the day-to-day operations and manage the performance of employees.
A manager's effectiveness in handling tasks can significantly impact the efficiency and success of the organization.
A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.
To understand the part they play in achieving organizational goals.
The ability to analyze and diagnose a situation and distinguish between cause and effect.
It increases efficiency by lowering operating costs, freeing up money and resources for more effective uses.
The degree to which an organization achieves its goals.
To collect internal and external information about the organization.
Top-level managers set strategic goals, middle-level managers implement policies, and lower-level managers supervise day-to-day operations.
It helps the manager’s employer to succeed.
To satisfy customers and achieve organizational goals.
Contracting with another company, usually abroad, to perform an activity the organization previously performed itself.
The ability to achieve maximum output with minimum input.
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve those goals.
Distributing information to employees using one-way communication.
By enabling them to understand their role in achieving organizational goals.
To oversee the overall direction and strategy of the company.
Chief Operating Officer.
To make decisions that result in innovation.
To make decisions about how resources are used.
Articulating a clear vision.
Top-level managers, middle-level managers, and first-line managers.
To represent the company in public settings and greet visitors.
They implement the strategies set by top management and coordinate activities between different departments.
Solves problems or addresses a crisis.
Decide what strategies to adopt to attain those goals.
To perform their tasks more efficiently and effectively by specializing in specific areas.
Collections of people who work together and coordinate their actions to achieve a wide variety of goals.
A formal system of task and reporting relationships that coordinates and motivates organizational members.
It can help you make good decisions in non-work situations.
Identifying and articulating the purpose of the company.
The job-specific knowledge and techniques required to perform an organizational role.
Top-level management, middle-level management, and lower-level management.
Planning, Organizing, Leading, and Controlling.
A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals.
It helps them work together to achieve organizational goals.
Action.
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
To discuss with others to come to an agreement on a problem.
To transmit information to outsiders about the organization’s plans and policies.
Management is important because it helps organizations achieve their goals by coordinating resources and activities.
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
The CEO, COO, and vice presidents of the most important departments.
To supervise the use of an organization’s resources to meet its goals.
Efficiency and effectiveness.
To connect different contacts and informers.
Planning, organizing, leading, and controlling.
First-line managers.
Planning, organizing, leading, and controlling.
Roles that involve interacting with other people inside and outside the organization.
They make critical decisions that affect the entire organization.
The ability to measure performance accurately and regulate efficiency and effectiveness.
Decide how to allocate organizational resources to pursue strategies that attain those goals.
Management is the process of utilizing organizational resources efficiently and effectively to achieve organizational goals.
Mintzberg identified ten roles categorized into interpersonal, informational, and decisional roles.
To understand the dynamic and complex nature of work and make ethical and effective decisions.
The economic benefits are impressive.
They are responsible for the overall direction and strategy of the organization.
The ability to understand, alter, lead, and control the behavior of other individuals and groups.
The process of identifying and selecting appropriate goals and courses of action.
Roles that involve collecting, processing, and disseminating information.
To structure working relationships that allow organizational members to work together to achieve organizational goals.
Downsizing an organization by eliminating the jobs of large numbers of managers and non-managerial employees.
Efficiency and effectiveness in using available resources.
Specific job-related skills, expertise, and experiences.
A specific set of departmental skills, abilities, and experiences that allows one organization to outperform its competitors.
Technical skills, human skills, and conceptual skills.
People, skills, know-how, experience, machinery, raw materials, computers and IT, financial capital, patents, loyal customers, and employees.
Decide which goals to pursue.
