Bus 170 Chapter 7

Front 1

A process designed to achieve an organizations objectives by using its resources effectively and efficiently in a changing environment

Back 1

Management

Front 2

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

Back 2

Managers

Front 3

The process of determining the organizations objectives and deciding how to accomplish them; the first function of management

Back 3

Planning

Front 4

The statement of an organization's fundamental purpose and basic philosophy

Back 4

Mission

Front 5

Those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission

Back 5

Strategic plans

Front 6

Short-range plans designed to implement the activities and objectives specified in the strategic plan

Back 6

Tactical plans

Front 7

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

Back 7

Operational Plan

Front 8

An element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or airplane, crash, etc.

Back 8

Crisis management or contingency planning

Front 9

The structuring of resources and activities to accomplish objectives in an efficient and effective manner

Back 9

Organizing

Front 10

The hiring of people to carry out the work of the organization

Back 10

Staffing

Front 11

The elimination of a significant number of employees from an organization

Back 11

Downsizing

Front 12

Motivating and leading employees to achieve organizational objectives

Back 12

Directing

Front 13

The process of evaluating and correcting activities to keep the organization on course

Back 13

Controlling

Front 14

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

Back 14

Top managers

Front 15

Those members of an organization responsible for the tactical planning that implements the general guidelines established by top management

Back 15

Middle Managers

Front 16

Those who supervise both workers and the daily operations of an organzation

Back 16

First-Line Managers

Front 17

Those who focuse on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals

Back 17

Financial Managers

Front 18

Those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace

Back 18

Production and operations managers

Front 19

Those who handle the staffing function and deal with employees in a formalized manner

Back 19

Human resources managers

Front 20

Those who are responsible for planning, pricing, and promoting products and making them available to customers

Back 20

Marketing managers

Front 21

Those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks.

Back 21

Information Technology (IT) Managers

Front 22

Those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers

Back 22

Administrative Managers

Front 23

The ability to influence employees to work toward organizational goals

Back 23

Leadership

Front 24

The specialized knowledge and training needed to perform jobs that are related to particular areas of management

Back 24

Technical Expertise

Front 25

The ability to think in abstract terms and to see how parts fit together to form the whole

Back 25

Conceptual Skills

Front 26

The ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situtation

Back 26

Analytical Skills

Front 27

The ability to deal with people, both inside and outside the organization

Back 27

Human relations skills

Front 28

Skills of a successful manager

Back 28

-Leadership
-Techincal expertise
-Conceptual skills
-Analytical skills
-Human-relations skills

Front 29

Steps in the decision-making process

Back 29

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

Front 30

A calender containing both specific and vague items, that covers short-term goals and long-term objectives

Back 30

Agenda

Front 31

The bulding of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas

Back 31

Networking