Exam 1 Management 3335

getting work done though others

getting work done with a minimum of effort, expense, or waste

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

monitoring progress toward goal achievement and taking corrective action when needed

determining organizational goals and a means for achieving them

accomplishing tasks that help fulfill organizational objectives

inspiring and motivating workers to work hard to achieve organizational goals

executives responsible for the overall direction of the organization

responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives

the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

the interpersonal role managers play when they perform ceremonial duties

the interpersonal role managers play when they deal with people outside their units

responsible for training and supervising the performance of nonmanagerial employees who are directly responsible for producing the company's products or services

managers responsible for facilitating team activities toward goal accomplishment

the informational role managers play when they scan their environment for information

the informational role managers play when they share information with others in their departments or companies

the informational role managers play when they share information with people outside their departments or companies

the ability to work well with others

the decisional role managers play when they decide who gets what resources and in what amounts

the decisional role managers play when they respond to severe pressures and problems that demand immediate action

the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises

the decisional role managers play when they adapt themselves, their subordinates, and their units to change

the specialized procedures, techniques, and knowledge required to get the job done

the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment

an assessment of how enthusiastic employees are about managing the work of others