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1 management style
Gen Mgtthe general manner, outlook, attitude, and behavior of a manager in his or her dealings with subordinates. Organizations may have, or seek to have, distinctive management styles, and sometimes train employees to try to ensure that a preferred style, fitting in with the desired corporate culture, is always used. Management styles can vary widely between extremes of control and consultation. The latter are generally thought to encourage degrees of employee participation in management with consequently improved employee commitment, employee involvement, and empowerment. More participatory styles are also usually related to more open organizational cultures and flatter organizational structures. One well-known instrument for distinguishing individual management styles is Robert Blake’s and Jane Mouton’s Managerial Grid™. -
2 management by exception
Gen Mgta system of management in which only deviations from the plan or the norm are to be reported to the manager, ensuring management attention is only given when necessary -
3 management
Gen Mgt, HRthe use of professional skills for identifying and achieving organizational objectives through the deployment of appropriate resources. Management involves identifying what needs to be done, and organizing and supporting others to perform the necessary tasks. A manager has complex and ever-changing responsibilities, the focus of which shifts to reflect the issues, trends, and preoccupations of the time. At the beginning of the 20th century, the emphasis was both on supporting the organization’s administration and managing productivity through increased efficiency. Organizations following the models of Henri Fayol and Max Weber built the functional divisions of personnel management, production management, marketing management, operations management, and financial management. At the beginning of the 21st century, those original drivers are still much in evidence, although the emphasis has moved to the key areas of competence such as people management. Although management is a profession in its own right, its skill-set often applies to professionals of other disciplines. -
4 management control
Finall of the processes used by managers to ensure that organizational goals are achieved and procedures adhered to, and that the organization responds appropriately to changes in its environment -
5 management standards
Gen Mgtpublished guidelines to best practice, outlining the knowledge, understanding, and personal competences that managers need to develop and demonstrate if they are to be effective -
6 Team Management Wheel™
Gen Mgta visual aid for the efficient coordination of teamwork, which can be used to analyze how teams work together, assist in team building, and aid self-development and training. The Team Management Wheel outlines eight main team roles. Team members can determine the main functions of their jobs (what they have to do), by using the “Types of Work Index,” and can determine their own work preferences (what they want to do), using the “Team Management Index.” They are then assigned one major role and two minor roles on the Team Management Wheel. At the center of the Wheel are the linking skills common to all team members. The Team Management Wheel was developed by Charles Margerison and Dick McCann in 1984. -
7 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
8 content management
E-comthe means and methods of managing the textual and graphical content of a Web site. For large sites with thousands of pages and many interchangeable words and images, it pays to invest in a content management application system that facilitates the creation and organization of Web content. Some content management systems also offer caching (where a server stores frequently requested information) and analysis of site traffic.Recent years have seen a vast growth in the quantity of content produced by organizations, particularly in digital form. In 2001, it was estimated that there were over 550 billion documents on Internet, intranet, and extranet websites—making professional content management vital. Without it, it becomes almost impossible for a user to find the information they are looking for.However, excellent content management is expensive, and organizations need to establish a solid business case in order to justify it. The initial point for consideration is that content is not a low-level commodity that merely needs to be stored—it is a critical resource, and its value lies in it being read. So an understanding of who will read it is essential. Decisions need to be taken over what languages the material needs to be published in, and in what media (Web or e-mail, for example). The form of the content—text, audio, video—is also important, as is the sensitivity of the material and the consequent security required.Simply storing content is data management, but content management should have publication as its main focus, with the intention of informing or entertaining readers. There is a big difference in approach between the two. -
9 disaster management
Gen Mgtthe actions taken by an organization in response to unexpected events that are adversely affecting people or resources and threatening the continued operation of the organization. Disaster management includes the development of disaster recovery plans, for minimizing the risk of disasters and for handling them when they do occur, and the implementation of such plans. Disaster management usually refers to the management of natural catastrophes such as fire, flooding, or earthquakes. Related techniques include crisis management, contingency management, and risk management. -
10 environmental management
Gen Mgta systematic approach to minimizing the damage created by an organization to the environment in which it operates. Environmental management has become an issue in organizations because consumers now expect them to be environmentally aware, if not environmentally friendly. Senior managers and directors are increasingly being held liable for their organizations’ environmental performance, and the onus is on them to adopt a corporate strategy that balances economic growth with environmental protection. Environmental management involves reducing pollution, waste, and the consumption of natural resources by implementing an environmental action plan. This plan brings together the key elements of environmental management, including an organization’s environmental policy statement, an environmental audit, environmental management system, and standards such as the EC ECO-Management Audit Scheme and ISO 14000. -
11 performance management
Gen Mgtthe facilitation of high achievement by employees. Performance management involves enabling people to perform their work to the best of their ability, meeting and perhaps exceeding targets and standards. Performance management can be coordinated by an interrelated framework between manager and employee. Key areas of the framework to be agreed are objectives, human resource management (see HRM), standards and performance indicators, and means of reward. For successful performance management, a culture of collective and individual responsibility for the continuing improvement of business processes needs to be established, and individual skills and contributions need to be encouraged and nurtured. One tool for monitoring performance management is performance appraisal. For organizations, performance management is usually known as company performance and is monitored through business appraisal. -
12 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. -
13 intuitive management
Gen Mgta management style that relies on gut feeling or a sixth sense, rather than on analytical or objective reasoning. Intuitive management exploits the holistic, imaginative, spiritual skills of the right side of the brain, whereas the conventional school of management favors the left side of the brain skills, which are logical, rational, linear, and mathematical in nature. Intuitive management is closely linked to a style of decision making that encourages creativity and innovation. Because this style of decision making has no rational basis, however, it can be difficult to justify decisions that turn out to be wrong. -
14 key account management
Mktgthe management of the customer relationships that are most important to a company. Key accounts are those held by customers who produce most profit for a company or have the potential to do so, or those who are of strategic importance. Development of these customer relations and customer retention is important to business success. Particular emphasis is placed on analyzing which accounts are key to a company at any one time, determining the needs of these particular customers, and implementing procedures to ensure that they receive premium customer service and to increase customer satisfaction. -
15 production management
Opsmanagement of those resources and activities of a business that are required to produce goods for sale to consumers or to other organizations. Production management is concerned with the manufacturing industry. The growing interest in the production management task in service industries has led to the use of operations management as a more general term. -
16 three-dimensional management
Gen Mgta theory outlining eight management styles that differ in effectiveness. Three-dimensional management was coined by Bill Reddin and was a development of the work of Robert Blake and Jane Mouton. Reddin described four managerial styles that he considered effective, and four that he considered less effective. These can be plotted in grids, showing how each style approaches relationships and tasks. The least effective type of manager is called the Deserter, the most effective is the Executive. Reddin believed that different styles are used in different types of work settings and that managers modify their style to suit different circumstances.The ultimate business dictionary > three-dimensional management
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17 3-D management
Gen Mgta theory outlining eight management styles that differ in effectiveness. Three-dimensional management was coined by Bill Reddin and was a development of the work of Robert Blake and Jane Mouton. Reddin described four managerial styles that he considered effective, and four that he considered less effective. These can be plotted in grids, showing how each style approaches relationships and tasks. The least effective type of manager is called the Deserter, the most effective is the Executive. Reddin believed that different styles are used in different types of work settings and that managers modify their style to suit different circumstances. -
18 line management
(U.K.) Gen Mgt, HRa hierarchical chain of command from executive to front-line level. Line management is the oldest and least complex management structure, in which top management have total and direct authority and employees report to only one supervisor. Managers in this type of organization structure have direct responsibility for giving orders to their subordinates. Line management structures are usually organized along functional lines, although they increasingly undertake a variety of cross-functional duties such as employee development or strategic direction. The lowest managerial level in an organization following a line management structure is supervisory management. -
19 personnel management
HRthe part of management that is concerned with people and their relationships at work. Personnel management is the responsibility of all those who manage people, as well as a description of the work of specialists. Personnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are various models of personnel management, of which human resource management (see HRM) is the most recent. -
20 category management
Mktgthe process of manufacturers and retailers working together to maximize profits and enhance customer value in any given product category. Category management has developed from brand management and the techniques of efficient consumer response, and is most prevalent in the fast moving consumer goods sector. It is founded on the assumption that consumer purchase decisions are made from a range of products within a category and not merely by brand and has gained in prominence, as it is believed to meet customer needs better than standard brand management.Abbr. CM
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