This is the knowledge of and proficiency in activities involving methods, procedures, and processes. It involves working with tools and specific techniques to achieve the desired results.

(a)  

This is the ability to work with people; it is a cooperative effort. It is the creation of a work environment in which people feel secure and free to express their opinions.

(a)  

This is the ability to see the overall picture, to identify important elements in a situation, and to understand the relationships among the elements.

(a)  

This is the ability to solve problems in different ways that will benefit the organization.

(a)  

An essential function of the managerial role.

(a)  

Concept that says the next time you are in a meeting and hear someone propose a course of action, note carefully how many of the ensuing comments are positive and how many are negative. This is the tendency for management to reject any idea that did not originate within the organization.

(a)  

Concept that says implementing changes always takes time, and teachers’ time is always in short supply.

(a)  

An idiom refering to watch someone carefully and constantly

(a)  

Concept that says change means risks and unforeseen problems.

(a)  

Ability to take the broader view of one’s activities and to see them in context

(a)  

A type of managerial school that analyzes management from the standpoint of interpersonal relations of men in the organization as they interact with one another and uses the fields of psychology and sociology for its techniques.

(a)  

A type of managerial school where its conviction is “getting things done through others”

(a)  

A type of managerial school that views management as a social system and considers the organization as a social organism which is subject to pressures and conflict coming from the social environment.

(a)  

The primary thrust of the organization of the social systems school where people work together for a common good.

(a)  

A type of managerial school that views management as the system of planning, organizing, controlling, monitoring, staffing, budgeting, and decision-making.

(a)  

A type of managerial school where practitioners of this school formulate principles from management experiences and use them as guides for their future actions.

(a)  

A type of managerial school that claims management should not only be preoccupied with the people and their behavior but should also consider the technical working environment and the technology the workers use for operation

(a)  

A type of managerial school that stresses the practice of management largely depends, to a certain extent, upon an existing set of circumstances.

(a)  

A type of managerial school where its example is a family-owned business which is managed by a group of different people such as a large corporation.

(a)  

A type of managerial school that focus on the various activities that managers perform in the organization.

(a)  

A type of managerial school that looks at management as a universal process and analyzes management functions, such as: planning, organizing, staffing, directing, motivating, and controlling.

(a)  

A type of managerial school that views management as a system of mathematical models and processes which expresses management problems into goals and objectives and derives factor relationships and combinations that may likely optimize the stated goals and objectives of the organization.

(a)  

A type of managerial school that consider management that is confronted with several problems; and therefore, a series of decisions should focus o

(a)  

It is is a process of influencing others to achieve a goal.

(a)  

A model that describes the range of control managers can exercise over decision-making, from telling subordinates what to do to delegating decision-making power to them. The model emphasizes that as managers move towards delegation, subordinates become more empowered, but also more responsible for their decisions.

(a)  

Leadership that is about the ability of an individual to envisage some new social condition and to communicate this vision to followers

(a)  

Leadership that is based on the exchange relationships between the leader and the follower

(a)  

Leadership that focuses on the humanistic side of education, mediated through interpersonal interaction, institutional policies and practices and values such as optimism, respect, trust and care

(a)  

Leadership that is characterized by widespread delegation of responsibility, encouraging leadership behavior to emerge from below as well as above; any individual will take the lead for a limited time and/or within a limited specialist field.

(a)  

Leadership that focuses strongly on the personality of the person at the top of the organization.

(a)  

Can be an be defined as ‘getting results through people’ or ‘getting the best out of people’.

(a)  

A leadership style where the leader makes all decisions and imposes them on the subordinates without their involvement

(a)  

A leadership style where the leader makes decisions but also considers the needs of subordinates and tries to motivate them by providing rewards and recognition

(a)  

A leadership style where the leader consults with subordinates before making a decision, but ultimately makes the final decision.

(a)  

A leadership style where the leader involves subordinates in the decision-making process and collectively makes the final decision

(a)  

He put to the practical test, through a series of experiments conducted with widely differing groups of workers, the sort of thinking developed by Maslow and McGregor.

(a)  

A model made by Maslow for understanding the motivations for human behavior.

(a)  

These needs needs are the most basic of all needs.

(a)  

If the physiological needs are gratified, there then emerges a new set of needs, particularly (a)   by ensuring they have resources such as a stable job, savings, and a secure living environment.

If both the physiological and the security needs are fairly well satisfied, then there will emerge the needs for love and affection and belongingness. This need is called (a)  

Having established a base of friendship, acceptance and affection, most of us want to prove our worth within whatever group or groups we belong to. This need is called (a)  

The need to fulfill one's potential, pursue personal growth, and achieve one's aspirations. This is the need to become the best version of oneself.

(a)  

A management approach that assumes people inherently dislike work, lack ambition, and must be closely supervised and coerced to achieve organizational objectives. It also assumes that people have little capacity for creativity in solving problems and are motivated only by physiological and security needs.

(a)  

A management approach that assumes that work is natural and people have the capacity for creativity, are self-motivated and can be self-directed. These managers believe that employees are not only motivated by basic needs, but also by social, ego and self-realization levels. This management style gives employees more autonomy, encourages creativity and innovation, and fosters a positive work environment.

(a)  

To help establish priorities, it is useful to split the needs into two categories. Those which, unless they are achieved, will mean that the situation has not been put right or improved.

(a)  

To help establish priorities, it is useful to split the needs into two categories. Those which are wanted but are not essential to putting right or improving the situation.

(a)  

the decision is taken without consultation, then others are informed of what is to be done and what is expected of them

(a)  

the decision is taken before consultation and then ‘sold’ to others

(a)  

the views of others are sought and taken into account before a decision is taken

(a)  

decisions are taken on either a consensus or majority basis

(a)  

The process of planning, organizing, directing (motivating), and controlling the procurement, development, compensation, integration, maintenance, and separation of organizational human resources to the end that organizational, individual, and societal needs are satisfied

(a)  

process of actively searching and hiring applicants for a job role

(a)  

the process of choosing suitable applicants from the shortlisted candidates

(a)  

A useful, plain-language tool that explains the tasks, duties, function and responsibilities of a position. It details who performs a specific type of work, how that work is to be completed, and the frequency and the purpose of the work as it relates to the organization's mission and goals.

(a)  

It is a short introduction which outlines and defines the characteristics of the sort of person able to meet the criteria.

(a)  

an official document that a potential employer will require candidates to complete when applying for a vacancy.

(a)  

an objective evaluation of an applicant's past job performance based on information collected from key individuals

(a)  

its purpose is to find which of the shortlisted candidates best fits our needs

(a)  

refers to the process of getting new employees acquainted with your business, helping them to settle in and giving them the information required for them to become a valuable team member

(a)  

the evaluation of an employee’s performance

(a)  

the termination of employment by an employer, with or without notice, including salary-in-lieu of notice

(a)  

It is an excellent activity for a group or individual to clarify the effects (branches), core problems (trunk), and even causes of the issue (roots).

(a)  

helps to settle a dispute or create agreement when there is conflict between two or more people or groups by acting as an intermediary or go-between for those parties

(a)  

plays the role of a neutral person, who makes decisions on a dispute based on evidence presented by the parties

(a)  

a technique of asking people to state their ideal view and compare it with their actual perceptions

(a)  

collective responsibility both for the interests of the school and for the individual interests of staff

(a)  

concerned only to protect their own interests

(a)  

acknowledged as the father of scientific management, primary concern was to increase productivity through greater efficiency in production and increased pay for workers

(a)  

forerunner of the modern techniques as the Program Evaluation and Review Technique. Known for his development of the famous gantt chart, called for scientific selection of workers and harmonious cooperation between labor and management

(a)  

French industrialist and referred to as the Father of modern Management theory. He formulated fourteen principles of management, such as authority and responsibility, unity of command, scalar chain, and esprit de corps.

(a)  

Author of the famous management book "The Functions of the Execute (1938)." He also advocated that the tasks of managers is to maintain a system of cooperative effort in the formal organization. He suggested a comprehensive social systems approach to managing.

(a)  

Underscores the need for greater and deeper understanding of the social and behavioral aspects of management. He is associated with the phenomenon known as the Hawthorne Effect.

(a)  

Acknowledged to be the Father of Industrial Technology. He advocated the application of psychology to industry and management.

(a)  

Known for his time and motion studies

(a)  

An industrial psychologist focused on the human aspect of work and the understanding of workers' personalities and needs.

(a)  

One of the most prolific writers in management, observed the greatest opportunity is surely to be found in knowledge of the work itself and especially in management

(a)  

Introduced quality control in Japan. He emphasized that a concern for quality should not be restricted to business. His principles for quality improvements also apply to government.

(a)  

Management approach that studies experience through cases

(a)  

Management approach that focus on interpersonal behavior, human relations, leadership, and motivation, based on individual psychology

(a)  

Management approach that emphasize on behavior of people in groups. Based on sociology and social psychology. Primarily study of group behavior patterns. The study of large groups is often called organizational behavior.

(a)  

Management approach that concerned with both inter-personal and group behavioral aspects leading to a system of cooperation, expanded concept includes any cooperative group with a clear purpose

(a)  

Management approach referring to technical systems that has great effect on social system attitudes, group behavior, focus on production office operations

(a)  

Management approach that focuses on the making of decisions, persons or group making decisions, and the decision-making process

(a)  

Management approach that recognizes the importance of studying interrelatedness of planning, organizing, and controlling in an organization as well as the many subsystems

(a)  

Management approach that states managing is seen as mathematical processes, concepts, symbols, and models. Looks at management as a purely logical process expressed in mathematical symbols and relationships

(a)  

Management approach that depends on circumstances

(a)  

Management approach that states original study consisted of observations of five chief executives. On the basis of this study, ten managerial roles were identified and group into interpersonal, informational and decision roles.

(a)  

Management approach that centers the 7S (strategy, structure, system, style, staff, shared values, skills)

(a)  

Management approach that disregards "representation or coordination" as one and related aspects?

(a)  

Who observed that managers get promoted until they reach the level of their incompetence; but no further promotion is possible

(a)  

Who wrote the best selling book Theory Z? It shows how Japanese management practices may be adopted in the United States.

(a)  

A comprehensive managerial system, integrating many key activities, consciously directed toward effective achievement of organizational and individual objectives.

(a)  

Correct sequence of MBO

(a)  

a joint undertaking by managers and employees of appropriate levels of future performance for the employee, within the context of overall unit goals and resources

(a)  

this is participative or even independent planning by the employees as to how to reach the objectives of the organization

(a)  

a joint assessment of the school's progress toward objectives by its school principal is a special consideration

(a)  

more formal assessment of success in achieving the employee's annual objectives, coupled with a renewal of the planning cycle

(a)  

Refers to the interacting elements bound together by a common objective and operating within a given environment.

(a)