Mgmt 1 Ch 7

Front 1

Management

Back 1

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

Front 2

Planning

Back 2

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

Front 3

Organizing

Back 3

A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization's goals and objectives

Front 4

Leading

Back 4

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 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

Vision

Back 6

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

Front 7

Goals

Back 7

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

Front 8

Objectives

Back 8

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

Front 9

SWOT analysis

Back 9

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

Front 10

Strategic Planning

Back 10

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

Front 11

Tactical Planning

Back 11

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 12

Operational Planning

Back 12

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

Front 13

Contingency Planning

Back 13

The process of preparing alternative cources of action that may be used if the primary plans don't achieve the organization's objectives

Front 14

Decision Making

Back 14

Choosing among two or more alternatives

Front 15

Problem Solving

Back 15

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

Front 16

Brainstorming

Back 16

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

Front 17

PMI

Back 17

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

Front 18

Top Management

Back 18

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

Front 19

Middle Management

Back 19

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

Front 20

Supervisory Management

Back 20

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

Front 21

What are the 3 skills a manager must have?

Back 21

1) Technical
2) Human Relations Skills
3) Conceptual Skills

Front 22

Technical Skill

Back 22

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

Front 23

Human Relations Skills

Back 23

Skills that involve communication and motivation' they enable managers to work through and with people

Front 24

Conceptual Skills

Back 24

Skills that involve the ability to picture the organization as a while and the relationships among its various parts

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

Transparency

Back 26

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

Front 27

Autocratic Leadership

Back 27

Leadership style that involves making managerial decisions without consulting others

Front 28

Participative (democratic) Leadership

Back 28

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

Front 29

Free-Rein Leadership

Back 29

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

Front 30

Enabling

Back 30

Giving workers the education and tools they need to make decisions

Front 31

Knowledge Management

Back 31

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

Front 32

External Customers

Back 32

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

Front 33

Internal Customers

Back 33

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

Front 34

Mission Statement

Back 34

An outline of the fundamental purposes of an organization