Comm 1800 Chap 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 trends and determining the best strategies and tactics to achieve organizational goals and objectives.

Front 3

work

Back 3

a task you do for a specified period in a specific place OR something you do anywhere anytime

Front 4

planning teams

Back 4

help monitor the environment, find business opportunities, and watch for challenges

Front 5

planning

Back 5

key management function because accomplishing the other functions depends heavily on this.

Front 6

organizing

Back 6

a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization's goals and objectives

Front 7

leading

Back 7

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

Front 8

controlling

Back 8

a management function that involves establishing clear standards to determine whether or not an organization is proressing toward its goals and objectives, regarding people for doing a good job, and taking corrective action if they are not.

Front 9

vision

Back 9

an encompassing explanation of why the organization exists and where it's trying to head. usually set by top management

Front 10

mission statement

Back 10

an outline of the fundamental purposes of an organization

Front 11

goals

Back 11

the broad, long term accomplishments an organization wishes to attain

Front 12

objectives

Back 12

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

Front 13

when costumer's needs change, __

Back 13

firms must change with them

Front 14

directing

Back 14

telling employees exactly what to do. this is manager's role in small firms.

Front 15

strategic planning

Back 15

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

Front 16

policies

Back 16

broad guidelines for action

Front 17

strategies

Back 17

determine the best way to use resources

Front 18

some companies are making shorter term plans that allow for __

Back 18

quick responses to customer needs and requests

Front 19

tactical planning

Back 19

process of developing detailed short term statements about what is to be done, who is to doit, and how.

Front 20

operational planning

Back 20

the process of setting work standards and schedules necessary to implement the company's tactical objectives. focusses on specific people.

Front 21

contingency planning

Back 21

process of preparing alternative courses of action the firm can use if its primary plans don't work out.

Front 22

decision making

Back 22

choosing among two or more alternatives

Front 23

sometimes instead of creating detailed strategic plans, leaders of market based companies

Back 23

often simply set direction

Front 24

rational decision making model

Back 24

series of steps: define situation, describe and collected needed info, develop alternatives, develop agreement, decide best alternative, do what is indicated, follow up

Front 25

problem solving

Back 25

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

Front 26

brain storming

Back 26

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

Front 27

PMI

Back 27

listing all the plusses for a solution, all the minuses, and implications.

Front 28

organization chart

Back 28

a visual device that shows relationships among people and divides the organization's work; it shows who reports to whom

Front 29

top management

Back 29

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

Front 30

middle management

Back 30

the level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.

Front 31

supervisory management

Back 31

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

Front 32

technical skills

Back 32

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

Front 33

human relations skills

Back 33

skills that involve communication and motivation; they enable managers to work through and with people

Front 34

conceptual skills

Back 34

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

Front 35

staffing

Back 35

a management funciton that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives

Front 36

leaders must

Back 36

communicate a vision and rally others around that vision, establish corporate values, promote corporate ethics, embrace change, stress accountability and responsibility

Front 37

transparency

Back 37

presentation of a company's facts and figures in way that is clear and apparent to all stakeholders

Front 38

autocratic leadership

Back 38

leadership style that involves making managerial decision without consulting others

Front 39

participative democratic leadership

Back 39

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

Front 40

free rein leadership

Back 40

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

Front 41

enabling

Back 41

giving workers the education and tools they need to make decisions

Front 42

knowledge management

Back 42

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

Front 43

control process

Back 43

establish clear standards, monitor and record performance, compare results against standards, communicate results, if needed take corrective action

Front 44

external customers

Back 44

dealers, who buy products to sell to others, and ultimate customers (or end users) who buy products for own use

Front 45

internal customers

Back 45

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