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| collections of people who work together and coordinate their actions to achieve a wide variety of goals, or desired future outcomes |
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| the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively |
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| Organizational Performance |
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| a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals |
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| a measure of how well or how productively resources are used to achieve a goal |
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| a measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals |
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| identifying and selecting appropriate goals; one of the four principal tasks of management |
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| a cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals |
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| structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management |
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| a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals |
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| articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principal tasks of management |
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| evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management |
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| DECISIONAL - commit organizational resources to develop innovative goods and services |
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| DECISIONAL - move quickly to take corrective action to deal with unexpected problems facing the organization from the external environment |
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| DECISIONAL - allocate organizational resources among different tasks and departments of the organization |
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| DECISIONAL - work with suppliers, distributers, and labor unions to reach agreements about the quality and price of input, technical, and human resources |
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| INTERPERSONAL - outline future organizational goals to employees at company meetings; open a new corporate headquarters building |
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| INTERPERSONAL - provide an example for employees to follow; give direct commands and orders to subordinates |
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| INTERPERSONAL - coordinate the work of managers in different departments; establish alliances between different organizations to share resources to produce new goods and services |
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| INFORMATIONAL - evaluate the performance of managers in different tasks and take corrective action to improve their performance; watch for changes occurring in the external and internal environments that may affect the organization in the future |
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| INFORMATIONAL - inform employees about changes taking place in the external and internal environments that will affect them and the organization; communicate to employees the organization's vision and purpose |
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| INFORMATIONAL - launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions |
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| a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs |
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| a manager who is responsible for the daily supervision of non-managerial employees |
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| a manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals |
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| a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers |
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| a group composed of the CEO, the COO, and the heads of the most important departments |
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| the ability to analyze and diagnose a situation and to distinguish between cause and effect |
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| the ability to understand, alter, lead, and control the behavior of other individuals and groups |
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| the job-specific knowledge and techniques required to perform an organizational role |
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| the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another |
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| downsizing an organization by eliminating the jobs or large numbers of top, middle, and first-line managers and non-managerial employees |
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| contracting with another company, usually abroad, to have it perform an activity the organization perviously performed itself |
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| the expansion of employees' knowledge, tasks, and decision-making responsibilities |
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| a group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide |
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| organizations that operate and compete in more than one country |
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| the ability of one organization to outperform other organizations because it produces desired gods or services more efficiently and effectively than they do |
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| the process of creating new of improved goods and services or developing better ways to produce or provide them |
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