Intro To Business Chpt 6

Front 1

middle managers

Back 1

similiar to top, but just for one division or unit. usually supervise a group of employees

Front 2

first line managers

Back 2

oversee the work of the employees, put into action the plans developed at higher levels.
supervisor, department head, office manager

Front 3

contingency leadership

Back 3

do what is most appropriate, given current business conditions

Front 4

coaching

Back 4

meeting with employees to help them reach their highest potential & encourage them to overcome obstacles

Front 5

TQM: total quality management

Back 5

comprehensive, strategic management approach that builds quality into every organizational process as a way of improving customer satisfaction

Front 6

participative management

Back 6

sharing information with employees and involving them in decision making

Front 7

interpersonal skills

Back 7

skills required to understand other people and to interact effectively with them

Front 8

technical skills

Back 8

ability and knowledge to perform the mechanics of a particular job

Front 9

administrative skills

Back 9

technical skills in information gathering, data analysis, planning, organizing, and other aspects of managerial work

Front 10

conceptual skills

Back 10

ability to understand the relationship of parts to the whole

Front 11

decision making

Back 11

process of identifying a decision situation, analyzing the problem, weighing the alternatives, choosing an alternative and implementing it, and evaluating the results

Front 12

organizational culture

Back 12

set of shared values and norms that support the management system and that guide management and employee behavior

Front 13

mentor

Back 13

experienced manager/employee who can explain office politics, serve as a role model for appropriate business behavior, and help other employees negotiate the corporate structure

Front 14

controlling

Back 14

process of measuring progress against goals and objectives and correcting deviations if results are not as expected

Front 15

quality

Back 15

a measure of how closely a product conforms to predetermined standards and customer expectations

Front 16

leading

Back 16

process of guiding & motivating people to work toward organizational goals

Front 17

high emotional quotients

Back 17

1. self-awareness
2. self-regulation
3. motivation
4. empathy
5. social skill

Front 18

3 leadership styles:

Back 18

1. autocratic leaders
2. democratic leaders
3. laissez-faire leaders

Front 19

management

Back 19

process of coordinating resources to meet organizational goals

Front 20

roles

Back 20

behavior patterns associated with or expected of certain positions

Front 21

4 basic management functions

Back 21

1. planning
2. organizing
3. leading
4. controlling

Front 22

planning

Back 22

establishing objectives & goals for an organization and determining the best ways to accomplish them

Front 23

Strategic plan process answers what quesions

Back 23

where are we going?
what is the environment?
how do we get there?

Front 24

strategic plans:

Back 24

plans that establish the actions and the resource allocation required to accomplish strategic goals; usually defined for periods of 2-5 yrs and developed by top managers

Front 25

develop a clear vision

Back 25

realistic, credible, and attainable view of the future that grows out of and improves on the present

Front 26

translate the vision into a meaningful mission statement

Back 26

brief document that defines why the organization exists, what it seeks to accomplish, and the principles that the company will ahere to as it tries to reach its goals

Front 27

develop a clear vision

Back 27

realistic, credible, and attainable view of the future that grows out of and improves on the present

Front 28

core competence

Back 28

distinct skills and capabilities that a firm has or does especially well so that it sets the firm apart from its competitors

Front 29

managerial forecasts

Back 29

quantitative forecast: based on historical data or tests

qualitative forecast: intuitive judgments or consumer research

Front 30

goal:

Back 30

broad, long-range target or aim

Front 31

objective

Back 31

specific, short-range target or aim

Front 32

benefits of setting long term goals & objectives

Back 32

they help the managers fulfill the company's mission
1. increase employee motivation
2. establishes standards by which individual & group performance can be measured
3. guides employee activity
4. clarifies management expectations

Front 33

tactical plans

Back 33

define the actions & allocation of resources necessary to achieve specific, short term objectives that support the broader plan
usually developed by middle management

Front 34

operational plans

Back 34

designate the actions and resources required to achieve the objectives & tactical plan

usually define plans for 1 year or less. developed by first line managers

Front 35

crisis management

Back 35

system for minimizing harm that might result from some unusually threatening situations

Front 36

organizing

Back 36

process of arranging resources to carry out the organization's plans

Front 37

management pyramid

Back 37

structure comprised of top, middle, and lower management

Front 38

top managers

Back 38

have the most power and who take overall responsibility for the organization. (CEO)
represent the company to outside world, establish major policies, make long range plans