GLOSSARY OF TERMSalternative A potential course of action that is likely to eliminate, correct, or neutralize the cause of a problem or maximize an opportunity. audit A formal investigation conducted to determine if records and the data on which they are based are correct and conform to policies, rules, procedures, and laws. authority The formal legitimate right of a manager to make decisions, give orders, and allocate resources. autocratic style A leadership approach in which a manager does not share decision-making authority with subordinates. behavioral school The management theory that focuses on people as individuals with needs and as members of work groups and a larger society. Managers who are adherents of the behavioral school view subordinates as assets to be developed. benefit Legally required or voluntary compensation provided to employees in addition to their salaries or wages. brainstorming A method of shared problem solving in which all members of a group spontaneously contribute ideas focused on the subject problem or opportunity. budget A plan and control for the receipt and spending of income over a fixed period. budget A single-use plan for predicting sources and amounts of income and how it is to be used. bureaucracy An administrative system marked by diffusion of authority centralization A philosophy of organizing that concentrates authority within a selected portion of an organizational structure. chain of command The unbroken line of reporting relationships, from the bottom to the top of an organization, that defines the formal decision-making structure. change agent A person who implements change. change Any alteration in the present work environment. The shift may be in the way things are perceived or in how things are organized, processed, created, or maintained. collaboration A conflict strategy in which a manager focuses on mutual problem solving by both parties. Parties seek to satisfy their interests by openly discussing issues, understanding differences, and developing a full range of alternatives. collective bargaining Negotiation between a union and an employer in regard to wages, benefits, hours, rules, and working conditions. committee A horizontal team designed to focus on one objective. Committee members represent functional areas. An ad hoc committee does one job and is then disbanded; a standing committee is permanent. compensation All forms of financial payment to employees. Compensation includes salaries, wages, and benefits. compromise A conflict-resolution strategy in which each party gives up something. conflict A disagreement between two or more organization members or teams. confrontation A conflict strategy that forces parties to verbalize their positions and area of disagreement. corporate culture The distinctive character of an organization, comprising its shared values, beliefs, philosophies, experiences, habits, expectations, norms, and behaviors. customers Individuals and groups that use or purchase the various outputs of an organization, whether inside or outside the organization. decision A judgment reached after consideration; a choice made from among available alternatives. decision making The process of identifying problems and opportunities, developing alternative solutions, choosing an alternative, and implementing it. delegation The downward transfer of formal authority from one person to another. demotion A reduction in an employee's status, pay, and responsibility. development Efforts to acquire the knowledge, skills, and attitudes needed to move to a job with greater authority and responsibility. discrimination Using illegal criteria while making employment decisions. Discrimination results in an adverse impact on members of protected groups. disparate impact The result of using employment criteria that have a significantly greater negative effect on some groups than on others. division of labor See specialization of labor. divisional structure An organizational design in which people are grouped according to products, geography, or customers. economic forces Conditions in an economy that indirectly influence management decisions and the costs and availability of resources. equal employment opportunity Legislation designed to protect individuals and groups from discrimination. external environment All the forces, outside an organization's boundaries, that interact directly or indirectly with it. financial budget The details of how a financial responsibility center will manage its cash and capital expenditures. financial ratio The relationship of two critical figures from financial forecasting A planning technique used to develop predictions about the future, which become the basis of plans. formal organization The official organizational structure that top management conceives and builds. formal team A team created by upper-level managers to function as part of the organizational structure. functional structure An organizational design that groups positions into departments according to similar skills, expertise, and resources. human resource manager A manager who fulfills one or more personnel, or human resource, functions. influence The ability to sway people to one's will. informal organization A network of personal and social relationships that arises spontaneously as people associate with one another in the work environment. innovating When managers bring new technologies, knowledge, and methods to bear on the design, production, or application of products and services. internal environment All the elements, within an organization's boundaries, that help make it unique and that are to some extent under the control of management. international forces Economic, political, sociocultural, technological, and natural forces anywhere in the world that affect or influence the decision making of managers and the abilities of organizations to fulfill missions and reach goals. labor force The people from which an organization can recruit qualified candidates for jobs. large-batch technology See mass-production technology. leadership The process of influencing individuals and groups to set and achieve goals. leadership style The perceived approaches and behaviors a manager uses to influences others. legitimate power Authority possessed by managers and derived from the positions they occupy in the formal organization. line authority Direct supervisory authority from superior to subordinate. management science The study of complex systems of people, money, equipment, and procedures, with the aims of understanding how they function and then improving their efficiency and effectiveness. managerial style The individual way in which a manager goes about managing. Managerial style includes personal attributes and decision-making approach. mass-production technology A type of technology that produces a large volume of standardized products. mutual trust The ability to rely on someone based on his or her character, ability, and truthfulness. natural forces The climate, weather, geography, and geology that affect an organization. norm Any standard of conduct, code, or pattern of behavior perceived by a group to be important for its members. objective The desired outcome or target that an individual or an organization intends to achieve through planning. opportunity A good chance for progress or advancement whose realization requires that a decision be made. organizational culture A system of shared beliefs, values, and norms that define what is important to the organization, how people should behave, how they should interact with each other, and what they should be striving for. organizing Establishing an orderly use of resources by assigning and coordinating tasks. participative style A leadership approach in which a manager shares decision-making authority with subordinates. personnel manager See human resource manager. plan The means to achieving an objective. planning Determining the objectives of an organization or work group and developing the overall strategies to achieve them. policy A broad guideline created by top management to help managers and workers deal with ongoing and recurring situations. A broad guideline to aid workers in making decisions about recurring situations or functions. power A person's ability to exert influence. problem Any question raised for the purpose of solution, answer, or decision. A current condition that is not a desired or preferred condition. procedure The set of step-by-step directions that describes how to carry out an activity or task. process, or project that bear on its ability to satisfy stated or implied goals or requirements of producers and users of the outco. productivity The relationship between the amount of input needed to produce a given amount of output and the output itself. Productivity is usually expressed as a ratio. program A single-use plan for solving a problem or accomplishing a group of related activities needed to reach a goal. promotion A job change that results in increased status, compensation, and responsibility. quality The totality of features and characteristics of a product, service, ratio The expression of the relationship between numbers. Ratios are often expressed in terms of percentages or decimals. recruiting Efforts to find qualified people and encourage them to apply for positions that need to be filled. responsibility The obligation to carry out one's assigned duties to the best of one's ability. rule A plan that aims to control human behavior or conduct at work. sanction A penalty—such as a fine, suspension, or termination—used to influence people's behavior. sanction A reward or penalty used by informal groups to persuade members to conform to norms. selection Evaluating applicants and finding those best qualified to perform a job and most likely to fit into the culture of the organization. separation The voluntary or involuntary departure of employees from a company. sexual harassment Unwelcome verbal or physical conduct of a sexual nature that (1) implies, directly or indirectly, that sexual compliance is a condition of employment or advancement, or (2) interferes with an employee's work performance. small-batch technology A type of technology that produces goods in small amounts designed to customer specification. smoothing A conflict strategy in which the manager diplomatically acknowledges that conflict exists but downplays its importance. sociocultural forces Pressures that individuals, groups, and communities put on managers and organizations. specialization of labor The degree to which organizational tasks are subdivided into separate jobs. staffing Efforts designed to (1) attract, develop, reward, and retain the people needed to accomplish an organization's goals and (2) promote job satisfaction. statements A financial ratio may be expressed in terms of a ratio, decimal, or percentage. Financial ratios help managers measure a company's financial health and its progress toward goals. storming stage The phase of team development characterized by disagreement and conflict as individual roles and personalities emerge. strategic objective A long-term goal that relates to the future role or position of an organization. Strategic objectives are set by top-level management. strategic plan The steps by which an organization intends to achieve its strategic objectives. subculture Within an organization, a unit that forms because people share values, norms, and beliefs. suppliers Individuals and groups that provide the resources an organization needs to produce goods or services inside or outside the organization. tactical objective A goal that states what a subunit must do to achieve a strategic objective. Tactical objectives are set by midlevel managers. tactical plan The steps by which the major units in an organization will achieve tactical objectives. team A group of two or more people who interact regularly and coordinate their work to accomplish a common objective. technological forces The combined effects of scientific discoveries, engineering applications, and inventions that result in new materials, products, systems, opportunities, problems, and challenges for organizations and individuals. technology The knowledge, machinery, work procedures, and materials that transform inputs into outputs. test Any criterion used as a basis for an employment decision. theory An explanation that helps organize information and knowledge. Theory Z The management view that mutual responsibility, loyalty, and regard between companies and their employees yields higher productivity and well-being for all. The theory was introduced by William G. Ouchi in 1981. through a hierarchy. The positions in the hierarchy are clearly defined and held by career people subject to rigid rules of operation. training Giving employees the knowledge, skills, and attitudes needed to perform their jobs. transfer Moving an employee to a job with similar levels of status, compensation, and responsibility. unit-production technology See small-batch technology. work team A team composed of multi-skilled workers. A work team does all the tasks previously done by individual members in a functional department or departments. zero-based budgeting A budgeting system that starts from scratch for each fiscal period in all spending categories. Planners must justify all amounts requested for the coming period.
Used literature:
1. Donnelly James H. and others.
«Fundamentals of management» (Donnelly James H., Gibson James, Ivancevich John M.) The Edition Homewood; BOSTON: IRWIN. 1990 828 pgs in English ISBN 0-256-07846-7
2. PLUNKETT WARREN R., ATTNER R.F.
«INTRODUCTION TO MANAGEMENT» The 5 – th EDITION – USA: WADSWORTH PUBLISHING COMPANY. 1994 838 pgs in English ISBN 0-534-93321-1
Подписано к печати ___________________ 2006 г. Формат 60 х 84 / 16. Уч. изд. л.2,0. Тираж экз. Издательство ФГОУ ВПО «АГТУ» Заказ № ______________ г. Астрахань, ул. Татищева 16
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