Bus101 Chap 6

Front 1

Management

Back 1

The process of guiding the development maintenance and allocation of resources to attain organizational goals

Front 2

Manager

Back 2

People in the organization responsible for developing and carrying out the management process

Front 3

Managerial process

Back 3

Anticipating potential problems were opportunities and designing plans to deal with them

Coordinating and allocating the resources needed to implement plans

Guiding personnel through the implementation

Reviewing results and making any necessary changes

Front 4

Efficiency

Back 4

Using the least possible amount of resources to get work done

Front 5

Effectiveness

Back 5

The ability to produce a desired result

Front 6

Management functions

Back 6

Planning leading organizing controlling

Front 7

Planning

Back 7

Begins by anticipating potential problems or opportunities the organization may encounter

Front 8

Types of planning

Back 8

Strategic, tactical, operational, contingency

Front 9

Strategic planning

Back 9

Involves creating long range broad goals for the organization and determining what resources will be needed to accomplish them; often done by top management/directors

Front 10

External factors that affect strategic planning

Back 10

Economic technological and social issues

Front 11

Tactical planning

Back 11

A level of mid range goals for implementation created by middle management That begins the implementation of strategic plans

Front 12

Operational planning

Back 12

Create specific standards methods policies and procedures that are used in a specific functional areas of the organization created by supervisory management For current operations

Front 13

Contingency

Back 13

Plans that identify alternative courses of action and for unusual or crisis situations, Created by top and middle management

Front 14

Organizing

Back 14

The process of coordinating and allocating a firm's resources in order to carry out its plans

Front 15

Functions of organizing

Back 15

Dividing up tasks, grouping jobs and employees, assigning authority and responsibilities

Front 16

Top management

Back 16

A small group of people at the head of the organization such as the CEO president and vice president that develop strategic plans and addressed long range issues such as which industries to compete in, how to capture market share, and what to do with profits

Front 17

Middle management

Back 17

Division heads departmental managers and regional sales managers that are responsible for the beginning of implementation of strategic plans that carry out tactical plans in specific areas of the company

Front 18

Supervisory 1st line management

Back 18

The most numerous of managers at the bottom of the managerial Pyramid that design and carry out operational plans for the on going daily activities, guiding and motivating employees

Front 19

Leadership

Back 19

The process of guiding and motivating others towards the achievement of organizational goals

Front 20

Power

Back 20

The ability to influence others behaviors

Front 21

5 types of power

Back 21

Legitimate- position

reward- control over reward

coercive- threaten neg. outcomes

expert- extensive knowledge

referent- charisma/respect

Front 22

Leadership styles

Back 22

Patterns of behavior where each individual has a tendency to react to people and situations in a particular way

Front 23

Autocratic leaders

Back 23

Directive leaders allowing for very little input from subordinates preferring to make decisions and solve problems on their own; ex. Military

Front 24

Participative leaders

Back 24

Leaders who shared decision making with group members and encourage discussion of issues and alternatives using a democratic consensual consultative style [ex. Meg Whitman of HP]

Front 25

Free rein leaders

Back 25

Laissez faire style wherein manager turns over virtually all authority and control to the group the manager doesn't get involved unless asked

Front 26

democratic leaders

Back 26

Solicit input from all members of the group and then allow the group members to make the final decision by vote

Front 27

Consensual leaders

Back 27

Encourage discussion about issues and require that all parties involved agreed to the final decision [ex. Labour union leaders]

Front 28

Consultative Leaders

Back 28

Confer with subordinates before making a decision but retained the final decision making authority

Front 29

Laissez-Faire

Back 29

French for "leave it alone"

Front 30

Drawbacks of free reign leadership

Back 30

Could be accompanied by unclear expectations and lack of feedback which can be frustrating, Employees may perceive managers being uninvolved and indifferent

Front 31

Situational leadership

Back 31

Leaders that recognize employee growth and select a leadership style that matches the maturity and competency levels of those completing tasks

Front 32

Empowerment

Back 32

Giving employees increased autonomy and discretion to make their own decisions as well as control over the resources needed to implement them

Front 33

Corporate culture

Back 33

The set of attitudes values and standards of behavior that distinguish one organization from another, Utilizes underlying philosophy and values

Front 34

Control

Back 34

The process of assessing the organization's progress towards accomplishing its goals including monitor of implementation and correcting deviation

Front 35

Steps of control

Back 35

One set performance standards and goals

To measure performance

3 compare actual performance to established standards

4 take corrective action

5 use information gained to set up future standards

Front 36

Roles of management

Back 36

Informational- info gather/distribute

Interpersonal- lead/Liaison

Decisional- entrepreneurship

Front 37

Programmed decision

Back 37

Made in response to routine situations that occur frequently in a variety of settings throughout the organization

Front 38

Non programmed decision

Back 38

Infrequent unforeseen or unusual problems and opportunities that have no precedent

Front 39

Steps of decision making

Back 39

1- recognize/ define the situation

2- gather info

3- select 1 or more alternatives

4- put into action

5- obtain feedback

Front 40

Technical skills

Back 40

Specialized areas of knowledge and expertise and of the ability to apply that knowledge

Front 41

Human relations skills

Back 41

The interpersonal skills managers used to accomplish goals through the use of human resources

Front 42

Conceptual skills

Back 42

The ability to view the organization as a whole understand how various parts are indeed interdependent and assess how the organization relates to its external environment

Front 43

Global management skills

Back 43

The ability to operate in diverse cultural environments