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    A deliberate arrangement of people to accomplish some specific purpose is termed as _________.


    a structure


    a process


    an organization


    an assembly operation

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    Updated on : 2022-09-05

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    Chapter 1

    Chapter 1 chapter managers and management organization: deliberate arrangement of people brought together to accomplish specific purpose managers work in

    Azərbaycan Dövlət İqtisad Universiteti

    Business and Management

    Chapter 1

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    Chapter 1 : Managers and Management

    Organization: A deliberate arrangement of people brought together to accomplish a specific purpose

    Managers work in organizations, which we define as a deliberate arrangement of people brought together to accomplish a specific purpose.

    Three characteristics that identify an organization are its:

    Goals People, and Structure

    Examples of organizations include:

    Your neighborhood convenience store

    The Dallas Cowboys football team

    Fraternities and sororities

    The Cleveland Clinic

    Global companies such as Nokia

    Here we see the three common characteristics that organizations share:

    Goals, which express the distinct purpose of a particular organizationPeople, who make decisions and engage in work activities to reach the organization’s goals, andA deliberate structure, which systematically defines and limits its members’ behavior.

    Members of an organization can be divided into two categories:

    Nonmanagerial employees work directly on a task and do not oversee the work of others. Examples include a cashier in a department store or someone who processes your course registration at the registrar's office. They may be called associates, team members, or contributors.Managers , who direct and oversee the activities of the people in the organization. A manager’s job isn’t about personal achievement—it’s about helping others do their work. This distinction doesn’t mean, however, that managers don’t ever work directly on tasks.Top managers are those at or near the top of an organization who make decisions about the direction of the organization and establish policies and philosophies that affect all organizational members. Titles include: president, vice president, chancellor, managing director, or chief executive officer.Middle managers fall between the lowest and highest levels of the organization. They often manage other managers and sometimes nonmanagerial employees, and are responsible for translating the goals set by top managers into specific detailed tasks that lower-level managers oversee. Titles include: agency head, unit chief, division manager, or project leader.First-line managers are responsible for directing the day- to-day activities of nonmanagerial employees. Titles include: supervisor, shift manager, or unit coordinator.Team leaders manage activities of a work team , are a special category of lower-level managers that have become more common as organizations have moved to using employee work teams to do work. They typically report to a first-line manager.Management is the process of getting things done effectively and efficiently , with and through people.Effectiveness: Doing the right thingsEfficiency : Doing things right

    while efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends , or attainment of organizational goals

    The concepts are different, but interrelated. It’s easier to be effective if you ignore efficiency. Poor management is often due to both inefficiency and ineffectiveness OR effectiveness achieved without regard for efficiency.

    Good management is concerned with both attaining goals (effectiveness) and doing so as efficiently as possible.

    Managers job is different depending on:

    ◼ Level in the Organization

    ◼ Size of the Organization

    ◼ Profit vs. Not-for-profit

    ◼ National Borders

    1) Level in the Organization First we’ll examine how a manager’s level in the organization impacts the role.

    Although a supervisor and the CEO of a company may not do exactly the same things, it doesn’t mean that their jobs are inherently different. The differences are of degree and emphasis but not of activity. That is, the decisions of a top manager will have greater ramifications than those of a middle manager due to the content of the decision.

    All managers regardless of level, make decisions and plan, lead, organize, and control. But the amount of time a manager gives to each activity is not necessarily constant. Also, the content of the managerial activities also changes with the manager’s level. The figure illustrates this variability.

    Size of the Organization

    For the purposes of our discussion, a small business is an independent business having fewer than 500 employees that doesn’t necessarily engage in any new or innovative practices and has relatively little impact on its industry.

    The most important role of a small business manager is that of spokesperson, performing externally in meeting with customers, arranging financing with bankers, searching for new opportunities, and stimulating change.

    स्रोत : www.studocu.com

    Chapter 1 Nature of Management Flashcards

    Study with Quizlet and memorize flashcards containing terms like Organization, Distinct purpose, People and more.

    Chapter 1 Nature of Management

    Created by elaineyeoh

    Terms in this set (34)


    An organization is deliberate arrangement of people to accomplish some specific purpose. There are three common characteristics of organization which is distinct purpose, deliberate structure, and people.

    Distinct purpose

    This purpose is typically expressed in terms of a goal or a set of goals that the organization hopes to accomplish.


    One person working alone is not an organization, and it takes people to perform the work that is necessary for the organization to achieve its goals.

    Deliberate structure

    It is developed by all organization so that their members can do their work.


    A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.

    Top managers

    Managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing the policies and strategies that affect the entire organization.

    Middle managers

    Managers between the first-line level and the top level of organization who manage the work of first-line managers.

    First-line managers

    Managers at the lowest level of the organization who manage the work of non-managerial employees who are involved with the production or creation of the organization's products.


    The process of coordinating work activities so that they are completed efficiently and effectively with and through other people.


    Completing activities so that organizational goals are attained; referred to as 'doing the right things'.


    Getting the most output from the least amount of inputs; referred to as 'doing things right'.

    Management functions

    Managers' work activities of planning, organizing, leading and controlling.


    The process of defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities.


    The process if determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.


    Motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing in any way with employee behaviour issues.

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