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| The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources. |
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| A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives. |
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| A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization's goals and objectives. |
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| Creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization's goals and objectives. |
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| A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not. |
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| An encompassing explanation of why the organization exists and where it's trying to head. |
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| An outline of the fundamental purposes of an organization |
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| The broad, long-term accomplishments an organization wishes to attain. |
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| Specific, short-term statements detailling how to achieve the organization's goals. |
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| A planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats. |
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| The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals. |
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| The process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done. |
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| The process of setting work standards and schedules necessary to implement the company's tactical objectives. |
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| The process of preparing alternative courses of action that may be used if the primary plans don't achieve the organization's objectives. |
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Definition
| Choosing among two or more alternatives |
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Definition
| The process of solving the everyday problems that occur. Less formal, quick action. |
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Definition
| Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas |
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| Listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column. |
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| A visual device that shows the relationships among people and divides the organization's work; it shows who reports to whom |
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Definition
| highest level of management, consisting of the president and other key company executives who develop strategic plans |
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Definition
| The level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. |
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| Managers who are directly responsible for supervising workers and evaluating their daily performance. |
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Definition
| Skills that involve the ability to perform tasks in a specific discipline or department. |
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| Skills that involve communication and motivation; they enable managers to work through and with people. |
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| Skills that involve the ability to picture the organization as a whole and the relationship among its various parts. |
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| A management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives. |
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| The presentation of a company's facts and figures in a way that is clear and apparent to all stakeholders. |
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| Leadership style that involves making managerial decisions without consulting others. |
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| Participative (democratic) leadership |
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Definition
| Leadership style that consists of managers and employees working together to make decisions. |
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Definition
| Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish thos objectives. |
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Definition
| Giving workers the education and tools they need to make decisions. |
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| Finding the right information, keeping the information in a readily accesible place, and making the information known to everyone in the firm. |
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Definition
| Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use. |
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