• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

Card Range To Study

through

image

Play button

image

Play button

image

Progress

1/27

Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

27 Cards in this Set

  • Front
  • Back
Collections of people who work together and coordinate their actions to achieve a wide variety of goals, or desired future outcomes
Organizations
the planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively
Management
a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals
Organizational Performance
a measure of how well or how productively resources are used to achieve a goal
Efficiency
a measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals
Effectiveness
identifying and selecting appropriate goals
planning
a cluster of decisions about what goals to pursue, what actions to take, and howto use resources to achieve goals
strategy
structuring working relationships in a way that allows organizational members to work together to achieve organizational goals
organizing
a formal system of task and reporting relationships that coordinates and motivates organizational members so that theyw ork together to achieve organizational goals
organizational structure
articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals
leading
evaluating how well an organization is achieving its goals and taking action to maintain or improve performance
controlling
a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs
department
a manager who is responsible for the daily supervision of nonmanagerial employees
first-line managers
a manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals
middle manager
a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers
top manager
a group composed of the CEO, COO, and the heads of the most important departments
top-management team
the ability to analyze and diagnose a situation and to distinguish between cause and effect
conceptual skills
the ability to understand, alter, lead, and control the behavior of other individuals and groups
human skills
the job-specific knowledge and techniques required to perform an organizational role
technical skills
the specific set of departmental skills, knowledge, and experience that sllows one organization to outperform another
core competency
downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees
restructuring
contracting with another company, usually abroad, to have it perform an activity the organization perviously performed itself
outsourcing
the expansion of employees' knowledge, taks, and decision-making responsibilities
empowerment
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
self-managed teams
organizations that operate and compete in more than one country
global organizations
the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do
competitive advantage
the process of creating new or improved goods and services or developing better ways to produce or provide them
innovation