Management Ch. 7, 8, 9

Front 1

mission

Back 1

a statement of an organizations fundamental purpose

Front 2

strategic goal

Back 2

a goal set my top management of the organization

Front 3

tactical goal

Back 3

goal set by middle managers of the organization

Front 4

operational goal

Back 4

foal set by and for lower-level manages of the orgnaization

Front 5

optimizing

Back 5

balancing and reconciling possible conflicts among goals

Front 6

strategic plan

Back 6

general plan outlining decisions of resource allocation, priorties and action steps necessary to reach strategic goals

Front 7

tactical plan

Back 7

plan aimed at achieving tactial goals and developed to implement parts of a strategic plan

Front 8

operational plan

Back 8

focuses on carring out tactical plans to achieve operational goals

Front 9

long-range plan

Back 9

a plan that covers many years perhaps even decades; usually 5+ years

Front 10

intermediate plan

Back 10

generally covers one to five years

Front 11

short-range plan

Back 11

plan that genterally covers on year or less

Front 12

action plan

Back 12

used to operationalize any other kind of plan

Front 13

reaction plan

Back 13

plan developed to an unforeseen circumstance

Front 14

contingency planning

Back 14

determination of alternative couses of action to be taken in an intended plan is unexpctedly distruped or rendered inapproporiate

Front 15

crisis management

Back 15

the set of procedures the organization uses in the event of a disaster or other unexpected calamity

Front 16

tactical plan

Back 16

plan aimed at achieving tactical goals and developed to implement specific parts of a strategic plan

Front 17

single use plan

Back 17

developed to carry out a course of action that is not likely to be repeated in the future.

Front 18

program

Back 18

single use plan for a large set of activities

Front 19

project

Back 19

single use plan of less scope and complexity than a program

Front 20

standing plan

Back 20

developed for activites that recur regularly over a period of time.

Front 21

policy

Back 21

standing plan that specifies the organizations general response to a designated problem or situation

Front 22

standard operating proceudre (SOP)

Back 22

standard plan that outlines the steops to be followed in particular circumstances

Front 23

rules and regulations

Back 23

describe exactally how speficc acivties are to be carried out

Front 24

management by objectives (MBO)

Back 24

formal goal setting process involiving collaboration between managers and subordinated, the extend to shcih goals are accomplished is a major factor in evaluating and rewarding subordinats performance

Front 25

multiculturalism

Back 25

the broad issues associated with differences in values beliefs, behaviors and attitueds held by people in different cultures.

Front 26

diversity

Back 26

exists in a group or organization when its memebers differ form one antoher along one or more important dimensions such as age, genter or ethnicity

Front 27

glass ceiling

Back 27

perceived barrier that exists in some organizations that keep women from advancing to top management positions

Front 28

ethnicity

Back 28

the ethinc composition of a group of organization

Front 29

diversity and mulitcultural training

Back 29

traning that is designed to better enable members of an organization to funciton in a diverse and multicultural workforce

Front 30

multicultural organization

Back 30

organization that has achieved high levels of idveristy, is able to fully capitalize on the advantages of diversity, and has few diversity related problems.