administrative management Focuses on managing the total organization

behavioral management perspective Emphasizes individual attitudes and behaviors and group processes

classical management perspective Consists of two distinct branches: scientific management and administrative management

closed system An organizational system that does not interact with its environment

communication skills The manager's abilities to both effectively convey ideas and information to others and to effectively receive ideas and information from others

conceptual skills The manager's ability to think in the abstract

contingency perspective Suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements

controlling Monitoring organizational progress toward goal attainment

decision making Part of the planning process that involves selecting a course of action from a set of alternatives

decision-making skills The manager's ability to correctly recognize and define problems and opportunities, and then to select an appropriate course of action to solve problems and capitalize on opportunities

diagnostic skills The manager's ability to visualize the most appropriate response to a situation

effective Making the right decisions and successfully implementing them

efficient Using resources wisely and in a cost-effective way

entropy A normal process leading to system decline

first-line managers Managers who supervise and coordinate the activities of operating employees

human relations movement Argued that workers respond primarily to the social context of the workplace

interpersonal skills The ability to communicate with, understand, and motivate both individuals and groups

leading The set of processes used to get members of the organization to work together to further the interests of the organization

management A set of functions directed at the efficient and effective utilization of resources in the pursuit of organizational goals

management science Focuses specifically on the development of mathematical models

middle managers The relatively large set of managers responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of first-line managers

open system An organizational system that interacts with its environment

operations management Concerned with helping the organization more efficiently produce its products or services

organizational behavior Contemporary field focusing on behavioral perspectives on management

organizing Grouping activities and resources in a logical fashion

planning Setting an organization's goals and deciding how best to achieve them

quantitative management perspective Applies quantitative techniques to management

scientific management Concerned with improving the performance of individual workers

soldiering Employees’ deliberately working at a slow pace

subsystem A system within another system

synergy Two or more subsystems working together to produce more than the total of what they might produce working alone

system An interrelated set of elements functioning as a whole

technical skills The skills necessary to accomplish or understand tasks relevant to the organization

Theory X A pessimistic and negative view of workers consistent with the views of scientific management

Theory Y A positive view of workers, representing the assumptions that human relations advocates make

time management skills The manager's ability to prioritize work, to work efficiently, and to delegate appropriately

top managers The relatively small set of senior executives who manage the overall organization

universal perspective An attempt to identify the one best way to do something