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31 Cards in this Set

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  • Back
A process designed to achieve an organizations objectives by using its resources effectively and efficiently in a changing environment
Those individuals in organizations who make decisions about the use of resources and who are concerned with planning, organizing, staffing, directing, and controlling the organization's activities to reach its objectives
The process of determining the organizations objectives and deciding how to accomplish them; the first function of management
The statement of an organization's fundamental purpose and basic philosophy
Those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission
Strategic plans
Short-range plans designed to implement the activities and objectives specified in the strategic plan
Tactical plans
Very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve the tactical plan and ultimately the strategic plan
Operational Plan
An element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or airplane, crash, etc.
Crisis management or contingency planning
The structuring of resources and activities to accomplish objectives in an efficient and effective manner
The hiring of people to carry out the work of the organization
The elimination of a significant number of employees from an organization
Motivating and leading employees to achieve organizational objectives
The process of evaluating and correcting activities to keep the organization on course
The president and other top executives of a business, such as the chief executive officer (CEO), chief financial officer (CFO), and chief operations officer (COO), who have overal responsibility for the organization
Top managers
Those members of an organization responsible for the tactical planning that implements the general guidelines established by top management
Middle Managers
Those who supervise both workers and the daily operations of an organzation
First-Line Managers
Those who focuse on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals
Financial Managers
Those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace
Production and operations managers
Those who handle the staffing function and deal with employees in a formalized manner
Human resources managers
Those who are responsible for planning, pricing, and promoting products and making them available to customers
Marketing managers
Those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks.
Information Technology (IT) Managers
Those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers
Administrative Managers
The ability to influence employees to work toward organizational goals
The specialized knowledge and training needed to perform jobs that are related to particular areas of management
Technical Expertise
The ability to think in abstract terms and to see how parts fit together to form the whole
Conceptual Skills
The ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situtation
Analytical Skills
The ability to deal with people, both inside and outside the organization
Human relations skills
Skills of a successful manager
-Techincal expertise
-Conceptual skills
-Analytical skills
-Human-relations skills
Steps in the decision-making process
1. Recognize and define the decision situation
2. Develop options
3. Analyze options
4. Select the best option
5. Implement the decision
6. Monitor the consequences
A calender containing both specific and vague items, that covers short-term goals and long-term objectives
The bulding of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas