Intro To Business

Front 1

Autocratic Leadership

Back 1

Leadership style that involves making managerial decisions without consulting others

Front 2

Brainstorming

Back 2

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

Front 3

Conceptual Skills

Back 3

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

Front 4

Contingency Planning

Back 4

the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organizations 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

Decision Making

Back 6

Choosing among two or more alternatives

Front 7

Enabling

Back 7

Giving workers the education and tools they need to make decisions

Front 8

External Customers

Back 8

Dealers, who buy products to sell to others, and ultimate customers (or ends users), who buy products for their own personal use.

Front 9

Free-Rein Leadership

Back 9

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

Front 10

Goals

Back 10

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

Front 11

Human Relations Skills

Back 11

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

Front 12

Internal Customers

Back 12

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

Front 13

Knowledge Management

Back 13

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

Front 14

Leading

Back 14

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 15

Management

Back 15

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

Front 16

Middle Management

Back 16

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

Front 17

Mission Statement

Back 17

an outline of the fundamental purposes of an organization

Front 18

Objectives

Back 18

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

Front 19

Operational Planning

Back 19

the process of setting work standards and schedules necessary to implement the company's tactical objectives

Front 20

Organizing

Back 20

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

Front 21

Participative (Democratic) Leadership

Back 21

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

Front 22

Planning

Back 22

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

Front 23

PMI

Back 23

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

Front 24

Problem Solving

Back 24

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

Front 25

Staffing

Back 25

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

Front 26

Strategic Planning

Back 26

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

Front 27

Supervisory Management

Back 27

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

Front 28

SWOT Analysis

Back 28

a planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats

Front 29

Tactical Planning

Back 29

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 30

Technical Skills

Back 30

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

Front 31

Top Management

Back 31

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

Front 32

Transparency

Back 32

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

Front 33

Vision

Back 33

an encompassing explanation of why the organization exists and where it's trying to head