A social entity that is goal-directed and deliberately structured is referred to as a(n)

MANAGEMENT SKILLSConceptual SkillsConceptual skill is the cognitive ability to see the organization as a whole and therelationships among its parts. It involves knowing where one’s team fits into thetotal organization and how the organization fits into its environment. It means theability to think strategically—to take the broad, long-term view—and to identify,evaluate, and solve complex problems.Conceptual skill is especially important for top managers. Many of theresponsibilities of top managers, such as decision making, resource allocation, andinnovation, require a broad view.Human SkillsHuman skill is the manager’s ability to work with and through other people and towork effectively as a group member. It is demonstrated in the way a managermotivates, facilitates, coordinates, leads, communicates, and resolves conflicts.Human skill is important for managers at all levels, and particularly those whowork with employees directly on a daily basis.Technical SkillsTechnical skill is the understanding of and proficiency in the performance ofspecific tasks. This includes mastery of the methods, techniques, and equipmentinvolved in specific functions such as engineering, manufacturing, or finance.Technical skill also includes specialized knowledge, analytical ability, andcompetent use of tools and techniques to solve problems in that specific discipline.Technical skills are most important at lower levels and become less important thanhuman and conceptual skills as managers are promoted.When Skills FailDuring turbulent times, managers must use all their skills and competencies tobenefit the organization and its stakeholders.

A. organizational effectiveness.B. organizational performance.C. organizational efficiency.D organizational structure.E. none of these.

79. Jessica was recently praised by her supervisor for displaying superior customerservice during an encounter with a problem customer. This is an example oforganizational:

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80. Stefan, a supermarket cashier, recently received an award for having the highestscan rate among all cashiers. This is an example of organizational:

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81. Conceptual, human, and technical skills are important to which managerial level?

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82. _____ skills is the cognitive ability to see the organization as a whole and therelationship among its parts.A. HumanB. Resource allocationC. ConceptualD. NegotiationE. Technical

83. According to the text, what are the skills used by managers when performing thefour functions of management?

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84. Within her role as a small business consultant, Alexa analyzes how organizations fitinto their industries, the communities, and the broader social environment. This typeof analysis involves which management skill?

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School: University of North Dakota

Department: Business Management

Course: Principles of Management

Professor: Kristin powell

Term: Spring 2017

Tags: Management

Cost: 50

Name: Study Guide for Exam 1

Description: This study guide is to help prepare you for the exam.

Uploaded: 02/06/2017

Presentation on theme: "Organizations. What are Organizations? Organizations are “social entities that are goal-directed, are designed as deliberately structured and coordinated."— Presentation transcript:

1 Organizations

2 What are Organizations? Organizations are “social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems and are linked to the external environment.” Organizations are “social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems and are linked to the external environment.” Must be flexible! Must be flexible!

3 “Social Entities” Companies are based on human interaction Companies are based on human interaction Companies are becoming more involved with one another Companies are becoming more involved with one another Companies support social organizations Companies support social organizations

4 “Goal-directed” Types of Organizations Types of Organizations Large and small Large and small Profit and nonprofit Profit and nonprofit Nonprofit Nonprofit Chief goal: “Social impact” Chief goal: “Social impact” Funded by donors and grants Funded by donors and grants

5 Goal-setting for Profit Firms Profit Profit Chief goal: To make $$$$ Chief goal: To make $$$$ Efficiency v. Effectiveness Efficiency v. Effectiveness What ARE our goals? What ARE our goals? Stakeholder satisfaction Stakeholder satisfaction

6 What else do Organizations do? Bring together resources to achieve desired goals and outcomes Bring together resources to achieve desired goals and outcomes Produce goods and services efficiently Produce goods and services efficiently Facilitate innovation Facilitate innovation Use modern manufacturing and information technologies Use modern manufacturing and information technologies

7 What else do Organizations do? Adapt to and influence a changing environment Adapt to and influence a changing environment Create value for owners, customers, and employees Create value for owners, customers, and employees Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees

8 Open Systems Approach People Raw Materials Finances Information Technology Inputs People Raw Materials Finances Information Technology Outputs Transformation Transformation Process

9 Organizational Dimensions Structural Structural “Internal characteristics of the organization” “Internal characteristics of the organization” Components Components Formalization Formalization Specialization Specialization Hierarchy of authority Hierarchy of authority Centralization Centralization Professionalism Professionalism Personnel ratio Personnel ratio

10 Organizational Dimensions Contextual Dimensions Contextual Dimensions “The whole organization” “The whole organization” Components Components Size Size Organizational technology Organizational technology Environment Environment Goals and strategy Goals and strategy Culture Culture

11 “Structured and Coordinated Activity Systems” Mechanistic v. Organic Mechanistic v. Organic Which structure is best? Which structure is best?

12 Mechanistic v. Organic Structure Structure Mechanistic- Vertical Mechanistic- Vertical Organic- Horizontal Organic- Horizontal Employee Roles Employee Roles Mechanistic- Routine tasks Mechanistic- Routine tasks Organic- Empowered tasks Organic- Empowered tasks Communication Communication Mechanistic- Formal channels Mechanistic- Formal channels Organic- Shared information Organic- Shared information

13 Mechanistic v. Organic Strategic Decisions Strategic Decisions Mechanistic- Top management Mechanistic- Top management Organic- Employees Organic- Employees More communication! More communication! Culture Culture Mechanistic- Rigid (Xerox) Mechanistic- Rigid (Xerox) Organic- Adaptive Organic- Adaptive

14 Level of Analysis External Environment Organizational Group Individual

WHO stresses that organization is a social entity that is goal directed and deliberately structured?

What is organization as social entity?

What is the degree to which an organization achieves its goals?

What is the attainment of organizational goals in an effective and efficient manner through planning organizing leading and controlling organizational resources?