Manager

Management

C-level manager

Middle-level
manager

First-level
managers
Functional
Managers

General Managers
Administrators
Entrepreneur
Small-business
owner
Team Leader
Planning
Organizing

Staffing

Leading
Controlling

Role
Evidence-based
management
Multiculturalism
Scientific
Management
Administrative
Management
Behavioural
Approach to
Management

A person responsible for the work performance of

group members.
The process of using organizational resources to
achieve organizational objectives through planning,
organizing and staffing, leading and controlling.
A recent term to describe top level managers
because they usually have chief in their title.
Managers who are neither executives nor first level
manager but who serve as a link between the two
groups
Managers who supervise operatives
Supervise the work of employees engaged in
specialized activities such as accounting,
engineering, etc.
Responsible for the work of several different groups
that perform a variety of functions.
Manager who works in public (government) or nonprofit organization rather than in a business firm.
A person who founds and operates an innovative
business.
An individual who owns and operates a small
business.
A manager who coordinates the work of a small group
of people, while acting as a facilitator or catalyst.
Involves setting goals and figuring out ways of
reaching them.
Process of making sure the necessary human and
physical resources are available to carry out a plan
and achieve organizational goals.
Ensures the availability of human resources to
achieve organizational goals.
Influencing others to achieve organizational
objectives.
Involves comparing actual performance to a
predetermined standard.
An expected set of activities or behaviors stemming
from a job.
The systematic use of the best available evidence to
improve management practices.
The ability to work effectively and conduct business
with people from different cultures.
The application of scientific methods to increase
individual workers productivity.
The use of management principles in the structuring
and management of an organization.
An approach to management that emphasizes
improving management through an understanding of
the psychological makeup of people.

Hawthorne Effect
Quantitative
approach to
management

Systems
perspective

Entropy

Synergy

Contingency
approach
Multinational corp.
Transnational Corp.
Outsourcing
Offshoring
Cultural Sensitivity

Global leadership
skills
Balance trade

Culture Shock

Global start-up

Diversity

Employee network
group
Diversity training

Strategic Planning
Tactical Planning
Operational

The phenomenon in which people behave differently

in response to perceived attention from evaluators.
A perspective on management that emphasizes use
of a group of methods in managerial decision making,
based on the scientific method.
A way of viewing aspects of an organization as an
interrelated system.
A concept of the systems approach that states that
an organization will die without continuous input from
the outside environment.
States that the whole organization working together
will produce more than the parts working
independently.
Emphasizes that no single way to manage people or
work is best in every situation.
Firm with operating units in two or more countries in
addition to its own.
A special type of MNC that operates worldwide
without having a single national headquarters.
The practice of hiring an individual or another
company outside the organization to perform work.
Global outsourcing
Awareness of local and national customs and their
importance in effective interpersonal relationships.
The ability to effectively lead people of other cultures.
The difference between exports and imports in both
goods and services.
A group of physical and psychological symptoms that
may develop when a person is abruptly place in a
foreign culture.
A small firm that comes into existence by serving an
international market.
A mixture of people with different group identities
within the same work environment.
Employees throughout the company who affiliate on
the basis of group characteristics.
Training that attempts to bring about workplace
harmony by teaching people how to get along better
with diverse work associates.
A firms overall master plan that shapes it destiny
Planning that translates a firms strategic plan into
specific goals by organizational unit.
Planning that requires specific procedures and actions
at lower levels in an organization.
The specific steps necessary to achieve a goal or an
objective
An alternative plan to be used if the original plan
cannot be implemented or a crisis develops.

Planning
Action plan
Contingency Plan
Strategy
Vision
Mission
SWOT Analysis
Operating plans
Policies
Procedures
Rule
Management by
objectives
Organization
structure
Bureaucracy

Unity of Command
Departmentalizatio
n
Functional
departmentalizatio
n
Geographic
departmentalizatio
n
Product-service
departmentalizatio
n
Project organization
Matrix Organization
Flat Organization
Structure
Span of control
Homeshoring

The organizations plan or comprehensive program,

for achieving, its vision, mission, and goal in its
environment.
And idealized picture of the future of an organization.
Firms purpose and where it fits into the world.
A method of considering the strengths, weaknesses,
opportunities and threats in a given situation.
The means through which strategic plans alter the
destiny of the firm.
General guidelines to follow in making decisions and
taking actions.
A customary method for handling an activity. It
guides action rather than thinking.
A specific course of action or conduct that must be
followed. It is the simplest type of plan.
Systematic application of goal setting and planning to
help individuals and firms be more productive.
The arrangement of people and tasks to accomplish
organizational goals.
Rational, systematic and precise form of organization
which rules, regulations and techniques of control are
specifically defined.
States that each subordinate receives assigned duties
from one superior only and is accountable to that
superior.
The process of subdividing work into departments.
Arrangement that defines departments by the
function each one performs.
Arrangement of departments according to the
geographic area or territory level.
The arrangement of departments according to the
products or services they provide.
A temporary group of specialists working under one
manager to accomplish a fixed objective.
Project structure superimposed on a functional
structure.
A form of organization with relatively few layers of
management, making it less bureaucratic.
The number of workers reporting directly to a
manager.
Moving of customer service into workers as a form of
telecommuting.
Arrangement of work by teams that are responsible
for accomplishing a process
The radical design of work to achieve substantial
improvements in performance.
A set of unofficial relationships that emerge to take
care of the events and transactions not covered by

Horizontal
Structure

Reengineering

Informal
Organization
Structure
Social Network
Analysis

Delegation
Empowerment

Decentralization
Centralization

Organizational
Culture

Subculture

Socialization

Six Sigma
Talent Management

Job Embeddedness
Affirmative action

Strategic Human
Resource Planning

Recruitment
Job Specifications
Job Description
Realistic Job
Preview

the formal structure.

The mapping and measuring of relationships and
links between and among people, groups and
organizations.
Assigning formal authority and responsibility for
accomplishing a specific task to another person.
Process by which managers share power with group
members, thereby enhancing employees feeling of
personal effectiveness.
The extent to which authority is passed down to lower
levels in organization.
The extent to which authority is retained at the top of
organization.
The system of shared values and beliefs that actively
influence behaviour of organization members.
A pocket in which organizational culture differs from
the dominant culture and from other pockets of
subculture.
The process of coming to understand the values,
norms and customs essential for adapting to the
organization.
Philosophy of driving out waste and improving
quality, and the cost and time performance of a
company.
Deliberate approach to attract, develop, and retain
people with the aptitude and the abilities to meet
current and future organizational needs.
A theory of turnover suggesting that a combination of
many factors influences whether employees stay with
a firm.
An employment practice that complies with
antidiscrimination law correcting past discriminatory
practices.
The process of anticipating and providing for the
movement of people into, within, and out of an
organization to support the firms business strategy
The process of attracting job candidates with the
right skills and characteristics to fill job openings.
A statement of personal characteristics needed to
perform the job.
Explains in detail what the jobholder is supposed to
do.
A complete disclosure of the potential negative
features of a job to a job candidate.
Style of interviewing in which the interviewer asks
questions whose answers reveal behaviour that
would either be strengths or weaknesses in a given
position.

Behavioral
Interviewing

Reference Check
Employee
Orientation
Program
Training
e-learning
Development

Informal Learning
Performance
evaluation
Forced Rankings
360 degree
feedback
Traits
Behavior
Results
Job Evaluation
Variable Pay

An inquiry to a second party about a job candidates

suitability for employment.
A formal activity designed to acquaint new
employees with the new organization.
Any procedure intended to foster and enhance
learning among employees, particularly directed at
acquiring job skills.
Web-based form of computer-based training
A form of personal improvement that usually consists
of enhancing knowledge and skills of a complex and
unstructured nature.
Any learning in which the learning process is not
determined or designed by the organization.
A formal system for measuring, evaluating, and
reviewing performance.
Offshoot of evaluating employees against a
performance standard in which employees are
measured against one another.
Performance appraisal in which a person is evaluated
by a sampling of all the people with whom he or she
interacts.
Stable aspects of people closely related to
personalities.
What people actually do on the job.
What people accomplish, the objectives they attain.
Process of rank-ordering jobs, based on job content,
to demonstrate the worth of job in comparison to
another.
The amount of money a worker receives is partially
dependent on his or her performance.