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