The cognitive ability to see the organization as a whole and the relationships among its parts.
The management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed.
The degree to which the organization achieves a stated goal.
The use of minimal resources - raw materials, money, and people - to produce a desired volume of output.
A manager who is at the first or second management level and is directly responsible for the production of goods and services.
A manager who is responsible for a department that performs a single functional task and has employees with similar training and skills.
A manager who is responsible for several departments that perform different functions.
The ability to work with and through other people and to work effectively as a group member.
The management function that involves the use of influence to motivate employees to achieve the organization's goals.
The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
A manager who works at the middle levels of the organization and is responsible for major departments.
A social entity that is goal directed and deliberately structured.
The management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments.
The organization's ability to attain its goals by using resources in an efficient and effective manner.
The management function concerned with defining goals for future organizational performance and deciding on the tasks and resources needed to attain them.
A manager responsible for a temporary work project that involves the participation of other people rom various functions and levels of the organization.
A set of expectations for one's behavior.
The understanding of and proficiency in the performance of specific tasks.
A manager who is at the top of the organizational hierarchy and is responsible for the entire organization.
An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.
A shared mind-set that represents a fundamental way of thinking about, perceiving, and understanding the world.
A picture of an ambitious, desirable future for the organization or team.
A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as non-coercive behavior as an acceptable way to achieve desired results.
Chapter 2 1
The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance.
Great Man Approach
A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders.
Assurance in one's own judgements, decision making, ideas, and capabilities.
Truthfulness and non-deception.
The quality of being, integrated, and acting in a ccordance with solid moral principles.
A tendency to see the positive side of things and expect that things will turn out well.
High motivation that creates a high effort level by a leader.
One who tends to centralize authority and derive power from position,