Reviewer In Organization Management (Chapter 3-4)

Front 1

Planning

Back 1

involves defining the organization’s goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. It’s concerned with both ends (what) and means (how).

Front 2

formal planning

Back 2

specific goals covering a specific time period are defined.

Front 3

Goals

Back 3

are desired outcomes or targets

Front 4

Plans

Back 4

Plans are documents that outline how goals are going to be met

Front 5

Strategic plans

Back 5

are plans that apply to the entire organization and establish the organization’s overall goals.

Front 6

operational plans

Back 6

Plans that encompass a particular operational area of the organization

Front 7

Long-term plans

Back 7

as those with a time frame beyond three years.

Front 8

Short-term plans

Back 8

cover one year or less. Any time period in between would be an intermediate plan.

Front 9

Specific plans

Back 9

are clearly defined and leave no room for interpretation

Front 10

Directional plans

Back 10

are flexible plans that set out general guidelines.

Front 11

single-use plan

Back 11

is a one-time plan specifically designed to meet the needs of a unique situation.

Front 12

Standing plans

Back 12

are ongoing plans that provide guidance for activities performed repeatedly.

Front 13

Strategic planning

Back 13

looks at the long-term issues of the organization, and helps develop a plan for growth or change of business function.

Front 14

Operations planning

Back 14

focuses on day-to-day issues, such as staffing levels or inventory quantities.

Front 15

Tactical planning

Back 15

is used to reach the goals set out by strategic and operational planning

Front 16

Strategic Planning

Back 16

is a management process for defining a company's long-term vision, direction, and actions.

Front 17

Operational Planning

Back 17

is used to define the processes, procedures, and tasks that are needed to effectively coordinate the physical resources involved in an operation.

Front 18

SWOT analysis

Back 18

is a framework used to evaluate a company's competitive position and to develop strategic planning.

Front 19

Leading

Back 19

This function involves articulating a vision, energizing employees, inspiring and motivating people using vision, influence, persuasion, and effective communication skills.

Front 20

1.Supervision

Back 20

implies overseeing the work of subordinates by their superiors. It is the act of watching and directing work and workers.

Front 21

2.Motivation

Back 21

means inspiring, stimulating or encouraging the subordinated with zeal to work.

Front 22

3.Leadership

Back 22

may be defined as a process by which manager guides and influences the work of subordinates in desired direction.

Front 23

4.Communications

Back 23

is the process of passing information, experience, opinion, etc. from one person to another. It is a bridge of understanding.

Front 24

Controlling

Back 24

Evaluate how well you are achieving your goals, improving performance, taking actions. Put processes in place to help you establish standards, so you can measure, compare, and make decisions.

Front 25

Organizing

Back 25

is arranging and structuring work to accomplish organizational goals. It’s an important process during which managers design an organization’s structure.

Front 26

Work specialization

Back 26

makes efficient use of the diversity of skills that workers have. In most organizations, some tasks require highly developed skills; others can be performed by employees with lower skill levels.

Front 27

Chain of command

Back 27

is the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom.

Front 28

Span of control

Back 28

How many employees can a manager efficiently and effectively manage? That’s what span of control is all about.

Front 29

Centralization

Back 29

is the degree to which decision making takes place at upper levels of the organization.

Front 30

Fomalization

Back 30

refers to how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.

Front 31

Internal Collaboration

Back 31

When managers believe that collaboration among employees is needed for more coordinated and integrated work efforts, they can use several different structural options.

Front 32

External collaboration

Back 32

efforts have become quite popular for organizations, especially in the area of product innovation

Front 33

Human resource management

Back 33

is the strategic approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage

Front 34

.

Back 34

.

Hint 34

.