Intro To Business Chapter 7

Front 1

management

Back 1

the organization and coordination of business activities, resources, and people in order to achieve strategic goals

Front 2

4 functions of management

Back 2

planning, organizing, leading, controlling

Front 3

top-level management

Back 3

upper management tasked with developing vision, goals, and objectives of the firm

Front 4

middle-level management

Back 4

mid level managers responsible for specific areas and who report to top managers

Front 5

first-level management

Back 5

supervisory managers responsible for employees and front line tasks

Front 6

technical skills

Back 6

skills related to discipline or departmental-specific tasks

Front 7

human relation skills

Back 7

skills that enable managers to effectively communicate with and motivate people

Front 8

human relation skills

Back 8

skills that enable managers to effectively communicate with and motivate people

Front 9

conceptual skills

Back 9

skills that allow a manager to view the organization as a whole

Front 10

essential management skills

Back 10

1) management and leadership

2) communication skills

3) collaboration skills
4) critical thinking skills

5) finance skills

6) project management skills

Front 11

vision statement

Back 11

an explanation of what a business is is currently and where it wants to go in the future

Front 12

mission statement

Back 12

a statement describing the reason a company exists

Front 13

strategic plans

Back 13

a plan that defines the goals of the entire organization

Front 14

tactical plan

Back 14

a plan that specifies what must be done and how goals should be met, typically one year or less

Front 15

operational plan

Back 15

a plan that is very specific and outlines the standards and schedules needed to achieve tactical objectives

Front 16

contingency plan

Back 16

alternative course of action that can be utilized if the original plan needs revision

Front 17

programmed decisions

Back 17

simple common, and typically frequent decisions where the outcome is fairly predictable

Front 18

non-programmed decisions

Back 18

decisions made in situations where no established policies or protocols have been determined

Front 19

emotional intelligence (EI)

Back 19

the ability to identify, understand, and manage one's emotions in positive ways

Front 20

boss

Back 20

-drives employee

-depends on authority

-inspires fear

-says "I"

-places blame for the breakdown

-knows how it is done

-uses people

-takes credit

-commands

-says "go"

Front 21

leader

Back 21

-coaches them

-on goodwill

-generates enthusiasm

-says "we"

-fixes the breakdowns

-shows how it is done

-develops people

-gives credit

-asks

-says "let's go"

Front 22

six leadership styles

Back 22

1) visionary

2) affiliative

3) democratic

4) pacesetting

6) commanding

Front 23

visionary

Back 23

creating a "vision" for employees when a new direction is needed

Front 24

coaching

Back 24

developing employees on a one-on-one basis by linking personal goals to create company goals

Front 25

affiliative

Back 25

creating group coherence through employee involvement and shared meaning of work

Front 26

democratic

Back 26

using employees knowledge and skills to refocus group commitment on organizational goals

Front 27

pacesetting

Back 27

increasing performance by using high standards, however this can reduce morale if standards are not met

Front 28

commanding

Back 28

using a military model of leadership, effective in a crisis but regular use can undercut morale and create dissatisfaction

Front 29

autocratic leadership

Back 29

manager makes most decisions with little input from others

Front 30

participative/democratic leadership

Back 30

employees are involved in the decision-making process

Front 31

Laissez-faire/free-rein leadership

Back 31

employees determine policies and methods used to achieve goals

Front 32

transformational leadership

Back 32

emphasizes employee motivation and morale to change behavior

Front 33

transactional leadership

Back 33

provides rewards or punishments based on performance outcomes

Front 34

Hersey and Blanchard's situational leadership theory

Back 34

successful leaders should change their leadership styles based on employees maturity and talk readiness

Front 35

theory x

Back 35

the belief that employees inherently dislike work and will avoid it when possible

Front 36

theory y

Back 36

the belief that employees are motivated to work and accept responsibility

Front 37

theory z

Back 37

Japanese management style that focuses on empowerment and the team over the individual

Front 38

transparency

Back 38

making financial information and documentation available for public review

Front 39

transparency key points

Back 39

1) leadership being present

2) agreeing on the agenda

3) being productive

4) allowing anonymous feedback

5) explaining the rationale behind a decision

6) requesting a 360-feedback

Front 40

SMCR Model of Communication

Back 40

source (encoded) --> message --> channel (decodes) --> receiver --> feedback -->

Front 41

noise

Back 41

anything that interferes with communicating a message properly

Front 42

organizational structure

Back 42

the organization of employees, jobs, and the way work will get done

Front 43

organizational chart

Back 43

illustrates reporting relationships within an organization

Front 44

departmentalization

Back 44

dividing a company by functional units or other criteria

Front 45

delegation

Back 45

assigning responsibility and authority to employees to accomplish tasks

Front 46

micromanagement

Back 46

providing too much oversight or control over employees after delegating

Front 47

span of control

Back 47

the number of employees who report to a manager

Front 48

centralization

Back 48

decisions are made from the top-down in an organization

Front 49

decentralization

Back 49

decisions are made from the bottom-up in an organization

Front 50

line organization

Back 50

the chain of command flows from top-level management to employees

Front 51

line-and-staff organization

Back 51

two types of managerial authority granted by an organization structure, line and staff

Front 52

committee organization

Back 52

utilizes a group or committee for authority and oversight instead of a single manager

Front 53

matrix organization

Back 53

managing employees with more than one reporting line