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27 Cards in this Set
- Front
- Back
Organizations |
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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Management |
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. |
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Organizational Performance |
A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals. |
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Efficiency |
A measure of how well or how productively resources are used to achieve a goal. |
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Effectiveness |
A measure of the appropriateness of the goals and the degree to which the organization achieves those goals. |
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Planning |
Identifying and selecting appropriate goals; one of the four principal tasks of management. |
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Organizing |
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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Organizational Structure |
A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.
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Leading |
Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks of management. |
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Controlling |
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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Department |
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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First-Line Manager |
A manager who is responsible for the daily supervision of non-managerial employees. |
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Middle Manager |
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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Top Manager |
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers. |
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Top Management Team |
A group composed of the CEO, the COO, the president, and the heads of the most important departments. |
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Conceptual Skills |
The ability to analyze and diagnose a situation and to distinguish between cause and effect. |
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Human Skills |
The ability to understand, alter, lead, and control the behavior of other individuals and groups. |
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Technical Skills |
The job-specific knowledge and techniques required to perform an organizational role. |
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Core Competency |
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another. |
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Restructuring |
Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees. |
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Outsourcing |
Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself. |
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Empowerment |
The expansion of employees' knowledge, tasks, and decision-making responsibilities. |
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Self-Managed Team |
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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Global Organizations |
Organizations that operate and compete in more than one country. |
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Competitive Advantage |
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do. |
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Innovation |
The process of creating new or improved goods and services or developing better ways to produce or provide them. |
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Turnaround Management |
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper. |