Cps Management Chapter 1

Front 1

The right to command; the right to exercise the legitimate powers vested in the person by the organization. (1)

Back 1

Authority

Front 2

The right to command, to exercise authority,; should be delegated in a continuous chain, or line, from the top to the bottom of the organization. (1)

Back 2

Chain of command

Front 3

The process of sharing ideas in such a way that others will understand and be able to use the transmitted information. (1)

Back 3

Communicating

Front 4

Evaluating performance according to the plans that have been hertofore established. (1)

Back 4

Controlling

Front 5

The assignment of the authority to perform work, to manage the work of others, or to make decisions on behalf of the organization. (1)

Back 5

Delegation

Front 6

A graphic aid that allows management to plan and control operations more efficiently. (1)

Back 6

Gantt chart

Front 7

Factors that are external to the individual, are found within the context of the individual's work, and relate to the work environment. These factors are called hygiene factors because Herzberg found that providing a good environment was essential if the workers were to keep from being dissatisfied about their jobs. (1)

Back 7

Hygiene factors

Front 8

The use of the communication process by a manager to guide, motivate, influence, and direct other people's work efforts toward achievement of organizational objectives with maximum efficiency and minimum waste of resources. (1)

Back 8

Leading

Front 9

The process of achieving organizational objectives through the use of people and other resources (capital, land, and equipment). (1)

Back 9

Management

Front 10

The basic purpose for the organizations existence. (1)

Back 10

Mission

Front 11

Decisions that have no precedants and represent situations that have not been dealt with previously or, if so, only on a limited basis within the organization. (1)

Back 11

Nonprogrammed decisions

Front 12

A written or graphic representation of the formal authority relationships. 91)

Back 12

Organization chart

Front 13

Determining what tasks need to be done, who will do those tasks, how tasks will be grouped, who will report to whom, and where decisions will be made. (1)

Back 13

Organizing

Front 14

Defining the organization's goals, establishing a strategy to achieve those goals, and developing plans to integrate and coordinate resources needed for success. (1)

Back 14

Planning

Front 15

General statements developed by top management and communicated to managers and supervisors so they can make consistent decisions in handling certain anticipated problems. (1)

Back 15

Policies

Front 16

A set, or sequence, of steps to be followed in performing a specific task or action. (1)

Back 16

Procedure

Front 17

Decisions made routinely on a recurring basis; most often do not require huge expenditures and are not complex in nature. (1)

Back 17

Programmed decisions

Front 18

Following the rules or steps of logical thinking in resolving a dilemma or making a choice. (1)

Back 18

Rational decision making

Front 19

The duty or obligation to perform any assigned duties. (1)

Back 19

Responsibility

Front 20

Managers selecting the alternative solution that satisfies minimal decision criteria and seems "good enough," although certainly not perfect or ideal. (1)

Back 20

Satisficing

Front 21

The span (number) of persons or activities assigned to one manager. (1)

Back 21

Span of control

Front 22

Total Quality Management focuses on customer satisfaction, ongoing improvement, employee empowerment, and the use of statistical tools for problem solving. (1)

Back 22

TQM