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1 general manager
Gen Mgt, HRa manager whose work encompasses all areas of an organization. A general manager is traditionally a nonspecialist, has a working knowledge of all aspects of an organization’s activities, and oversees all operating functions. In large companies and the public sector, specialist managers with expert knowledge may control departments, while a general manager provides unifying leadership from the top. -
2 manager
Gen Mgta person who identifies and achieves organizational objectives through the deployment of appropriate resources. A manager can have responsibilities in one or more of five key areas: managing activities; managing resources; managing information; managing people; and managing himor herself at the same time as working within the context of the organizational, political, and economic business environments. There are managers in all disciplines and activities, although some may not bear the title of manager. Some specialize in areas such as personnel, marketing, production, finance, or project management, while others are general managers, applying management skills across all business areas. Very few jobs are entirely managerial, and very few exist without any management responsibilities. It is the capability to harness resources that largely distinguishes a manager from a non-manager. -
3 interim management
(U.K.) Gen Mgtthe temporary employment of an experienced manager by an organization seeking to fill a temporary vacancy or coordinate a particular project. Interim managers are generally used to bring in skills not already present in an organization. Sometimes they are employed when an organization is facing business failure, but increasingly they are used as a strategic resource as and when required. Interim managers work on a freelance or portfolio working basis. Interim managers differ from both temporary staff and consultants. In general, they are considerably senior to most other temporary workers, and fulfill assignments—often long term—that drive the future of the employing company. They also provide hands-on, day-to-day expertise, in contrast to the prescriptive, advisory support that management consultants deliver. -
4 competence
Gen Mgt, HRan acquired personal skill that is demonstrated in an employee’s ability to provide a consistently adequate or high level of performance in a specific job function. Competence should be distinguished from competency, although in general usage the terms are used interchangeably. Early attempts to define the qualities of effective managers were based on lists of the personality traits and skills of the ideal manager. This is an input model approach, focusing on the skills that are needed to do the job. These skills are competencies and reflect potential ability to do something. With the advent of scientific management, people turned their attention more to the behavior of effective managers and to the outcomes of successful management. This approach is an output model, in which a manager’s effectiveness is defined in terms of actual achievement. This achievement manifests itself in competences, which demonstrate that somebody has learned to do something well. There tends to be a focus in the United Kingdom on competence, whereas in the United States, the concept of competency is more popular. Competences are used in the workplace in a variety of ways. Training is often competence based, and the U.K. National Vocational Qualification system is based on competence standards. Competences also are used in reward management, for example, in competencebased pay. The assessment of competence is a necessary process for underpinning these initiatives by determining what competences an employee shows. At an organizational level, the idea of core competence is gaining popularity. -
5 industrial housekeeping
Gen Mgtthe process of ensuring that the workplace is kept clean and tidy. Industrial housekeeping forms part of the general responsibility of managers. It includes the provision of adequate workspace, adequate storage arrangements, both around the workstation and within the unit, and the development of effective administration and procedures to ensure a culture of tidiness and cleanliness within the workforce. A lack of concern with housekeeping can result in an increase in accidents and machine failure and in a reduction in the overall efficiency of the unit. The introduction of the Japanese 5-S concept into Western companies has renewed management interest in industrial housekeeping.
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