Chapter 7

Front 1

Management

Back 1

the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources

Front 2

planning

Back 2

a management function that includes anticipating trednds and determining the best strategies and tactics to achieve organizational goals and objectives

Front 3

organizing

Back 3

a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everytthing work together to achieve the organizatiions goals and objectives

Front 4

leading

Back 4

creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organizations goals and objectives

Front 5

controlling

Back 5

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

Front 6

vision

Back 6

an encompassing explanation of why the orginzation exists and where its trying to head

Front 7

mission statement

Back 7

an outline of the fundamental purposes of an organization

Front 8

goals

Back 8

the broad,long-term accomplishments an organization wishes to attain

Front 9

objectives

Back 9

specific, short-term statements detailing how to achieve the organization's goals

Front 10

SWOT analysis

Back 10

A planning tool used to analyze an organization's strenghts, weaknesses, opportunities and threats

Front 11

strategic planning

Back 11

the process of determining the major goals of the organizion and the policies and strategies for obtaining and using resources to achieve those goals

Front 12

tactical planning

Back 12

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

Front 13

operational planning

Back 13

the process of setting work standards and schedules necessary to implement the companys tactical objectives

Front 14

contingency planning

Back 14

the process of preparing alternative courses of action that may be used if the primary plans dont achiev the organizaitons objectives

Front 15

decision making

Back 15

choosing among two or more alternatives

Front 16

problem solving

Back 16

the process of solving the everyday problems that occur. Problem solving is less formal than decision making usually calls for quicker action

Front 17

brainstorming

Back 17

coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas

Front 18

PMI

Back 18

Listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column.

Front 19

organizational chart

Back 19

a visual device that shows relationships among people and divides the organization's work;it shows who is accountable for the completion of specific work and who reports to whom

Front 20

top management

Back 20

highest level of management, consisting of the president and other key company executives who develop strategic plans.

Front 21

middle management

Back 21

includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

Front 22

Supervisory management

Back 22

includes those who are directly responsible for supervising workers and evaluating their daily performance

Front 23

Technical Skills

Back 23

involve the ability to perform tasks in a specific discipline or department

Front 24

human relations skills

Back 24

skills that involve communication and motivationl they enable managers to work through and with people.

Front 25

conceptual skills

Back 25

skills that involve the ability to picture the organization as a whole and the relationship among its various parts

Front 26

staffing

Back 26

a management function that includes hiring, motivaitng, and retaining the best people available to accomplish the comany's objectives

Front 27

autocratic leadership

Back 27

leadership style that involves making managerial decisions without consulting others

Front 28

participative democratic leadership

Back 28

leadership style that consists of managers and employees working together to make decisions

Front 29

free-rein leadership

Back 29

leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives

Front 30

enabling

Back 30

giving workers the education and tools they need to make decisions

Front 31

knowledge management

Back 31

finding the right information, keeping the information in a readily accessible plance, and making the information known to everyone in the firm

Front 32

external customers

Back 32

dealers, who buy products to sell to others and ultimate custmers or end users who buy proudcts for their own personal use

Front 33

internal customers

Back 33

individuals and units within the firm that receive services from other individuals or units