Mgmt 1 - Ch7 Management And Leadership

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 best 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 works 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 towards 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

Mission Statement

Back 7

an outline of the fundamental purposes of an organization

Front 8

Goals

Back 8

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

Front 9

Objectives

Back 9

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

Front 10

SWOT Analysis

Back 10

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

Front 11

Strategic Planning

Back 11

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 12

Tactical Planning

Back 12

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 13

Operational Planning

Back 13

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

Front 14

Contingency Planning

Back 14

the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organizations objectives.

Front 15

Decision Making

Back 15

choosing among two or more alternativces.

Front 16

Problem Solving

Back 16

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

Front 17

Brainstorming

Back 17

coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.

Front 18

PMI

Back 18

listing all the plusses for a solution in one column, all the minuses in another, and the implications in a third column.

Front 19

Organization Chart

Back 19

a visual device that shows relationships among people and divides the organization's work; it shows who reports to whom.

Front 20

Top Management

Back 20

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

Front 21

Middle Management

Back 21

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

Front 22

Supervisory Management

Back 22

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

Front 23

Technical Skills

Back 23

skills that involve communication and motivation; the enable mangers to work through and with people.

Front 24

Conceptual Skills

Back 24

skills that involve the ability to picture the organization as a whole and the relationship 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

Paticipative (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 receives services from other individuals or units.