Management W/ Lynette Hawkins

Front 1

Effectiveness

Back 1

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.

Front 2

Efficiency

Back 2

A measure of how well or how productively resources are used to achieve a goal.

Front 3

Empowerment

Back 3

The expansion of employees’ knowledge, tasks, and decision-making responsibilities.

Front 4

First-line manager

Back 4

A manager who is responsible for the daily supervision of non-managerial employees.

Front 5

Global organizations

Back 5

Organizations that operate and compete in more than one country.

Front 6

Human skills

Back 6

The ability to understand, alter, lead and control the behavior of other individuals and groups.

Front 7

Innovation

Back 7

The process of creating new or improved goods and services or developing better ways to produce or provide them.

Front 8

Leading

Back 8

Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principle tasks of management.

Front 9

Management

Back 9

The planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Front 10

Middle manager

Back 10

A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.

Front 11

Organizational performance

Back 11

A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.

Front 12

Organizational structure

Back 12

A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.

Front 13

Organizations

Back 13

Collections of people who work together and coordinate their actions to achieve a wide variety of goals, or desired future outcomes.

Front 14

Organizing

Back 14

Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management.

Front 15

Outsourcing

Back 15

Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.

Front 16

Planning

Back 16

Identifying and selecting appropriate goals; one of the four principle tasks of management.

Front 17

Restructuring

Back 17

The downsizing of an organization, by the elimination of jobs of large numbers of top, middle, and first-line managers, as well as non-managerial employees.

Front 18

Self-managed teams

Back 18

A group of employees who assume responsibility for organizing, controlling and supervising their own activities and monitoring the quality of the goods and services they provide.

Front 19

Strategy

Back 19

A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

Front 20

Technical skills

Back 20

The job-specific knowledge and techniques required to perform an organizational role.

Front 21

Top manager

Back 21

A manager, who establishes organizational goals, decides how departments
should interact, and monitors the performance of middle managers.

Front 22

Top management team

Back 22

A group composed of the CEO, the COO, the president, and the heads of the most important departments.

Front 23

Turnaround management

Back 23

The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources to allow it to survive and prosper.