Supervision: Concepts And Skill-Building 2

Front 1

planning

Back 1

setting goals and determining how to meet them

Front 2

objectives

Back 2

the desired accomplishments of the organization as a whole or of part of the organization

Front 3

goals

Back 3

objectives, often those with a broad focus

Front 4

strategic planning

Back 4

the creation of longterm goals for the organization as a whole

Front 5

operational planning

Back 5

the development of objectives that specify how divisions, departments, and work groups will support organizational goals

Front 6

policies

Back 6

broad guidelines for how to act

Front 7

procedures

Back 7

the steps that must be completed to achieve a specific purpose

Front 8

rules

Back 8

specific statements of what to do or not do in a given situation

Front 9

action plan

Back 9

the plan for how to achieve and objective

Front 10

contingency planning

Back 10

planning what to do if the original plans don't work out

Front 11

management by objectives (MBO)

Back 11

a formal system for planning in which managers and employees at all levels set objectives for what they are to accomplish, their performance is then measured against those objectives

Front 12

budget

Back 12

a plan for spending money

Front 13

scheduling

Back 13

setting a precise tiimetable for the work to be completed

Front 14

Gantt chart

Back 14

scheduling tool that lists the activities to be completed and uses horizontal bars to graph how long each activity will take, including its starting and ending dates

Front 15

program evaluation and review technique (PERT)

Back 15

scheduling tool that identifiese the relationships among tasks as well as the amouint of time each task will take

Front 16

controlling

Back 16

the management function of ensuring that work goes according to plan

Front 17

standards

Back 17

measures of what is expected

Front 18

variance

Back 18

the size of the difference between actual performance and a performance standard

Front 19

exception principle

Back 19

the control principle stating that a supervisor should take action only when variance is meaningful

Front 20

reinforcement

Back 20

encouragement of a behavior by associating it with a reward

Front 21

problem

Back 21

a factor in the organization that is a barrier to improvement

Front 22

symptom

Back 22

an indication of an underlying problem

Front 23

feedback control

Back 23

control that focuses on past performance

Front 24

concurrent control

Back 24

control that occurs while the work takes place

Front 25

precontrol

Back 25

efforts aimed at preventing behavior that may lead to undesirable results

Front 26

performance report

Back 26

a summary of performance and comparison with performance standards

Front 27

organizing

Back 27

setting up the group, allocating resources, and assigning work to achieve goals

Front 28

department

Back 28

a unique group of resources that management has assigned to carry out a particular task

Front 29

departmentalization

Back 29

setting up departments in an organization

Front 30

organic structure

Back 30

organizational structure in which the boundaries between jobs continually shift and people pitch in wherever their contributions are needed

Front 31

network organizations

Back 31

organizations that maintain flexibility by staying small and contracting with other individuals and organizations as needed to complete projects

Front 32

authority

Back 32

the right to perform a task or give orders to someone else

Front 33

line authority

Back 33

the right to carry out tasks and give orders related to the organization's primary purpose

Front 34

staff authority

Back 34

the right to advise or assist those with line authority

Front 35

functional authority

Back 35

the right given by higher management to specific staff personnel to give orders concerning an area in which the staff personnel have expertise

Front 36

power

Back 36

the ability to get others to act in a certain way

Front 37

responsibility

Back 37

the obligation to perform assigned activities

Front 38

parity principle

Back 38

the principle that personnel who are given responsibility must also be given enough authority to carry out that responsibility

Front 39

unity of command

Back 39

the principle that each employee should have only one supervisor

Front 40

chain of command

Back 40

the flow of authority in an organization from one level of management to the next

Front 41

span of control

Back 41

the number of people a manager supervises

Front 42

delegating

Back 42

giving another person the authority and responsibility to carry out a task

Front 43

empowerment

Back 43

delegation of broad decision-making authority and responsibility

Front 44

leading

Back 44

influencing people to act, or not act, in a certain way

Front 45

internal locus of control

Back 45

the belief that you are the primary cause of what happens to yourself

Front 46

authoritarian leadership

Back 46

style in which the leader retains a great deal of authority

Front 47

democratic leadership

Back 47

style in which the leader allows subordinates to participate in decision making and problem solving

Front 48

laissez-faire leadership

Back 48

style in which the leader is uninvolved and lets subordinates direct themselves

Front 49

theory x

Back 49

a set of management attitudes based on the view that people dislike work and must be coerced to perform

Front 50

theory y

Back 50

a set of management attitudes based on the view that work is a natural activity and that people will work hard and creatively to achieve objectives to which they are committed

Front 51

theory z

Back 51

a set of management attitudes that emphasizes employee participation in all aspects of decision making

Front 52

self-concept

Back 52

a person's self image

Front 53

decision

Back 53

a choice from among available alternatives

Front 54

bounded rationality

Back 54

choosing an alternative that meets minimum standards of acceptability

Front 55

recency syndrome

Back 55

the tendency to remember more easily those events that have occurred recently

Front 56

stereotypes

Back 56

rigid opinions about categories of people

Front 57

probability theory

Back 57

a body of techniques for comparing the consequences of possible decisions in a risk situation

Front 58

decision tree

Back 58

a graph that helps decision makers use probability theory by showing the expected values of decisions in varying circumstances

Front 59

decision-making software

Back 59

a computer program that leads the user through the steps of the formal decision-making process

Front 60

groupthink

Back 60

the failure to think independently and realistically as a group because of the desire to enjoy consensus and closeness

Front 61

brainstorming

Back 61

an idea-generating process in which group members state their ideas, a member of the group records them, and no one may comment on the ideas until the process is complete

Front 62

creativity

Back 62

the ability to bring about something imaginatiive or new