Chapter 7 - Management, Leadership And Employee Empowerment.

Front 1

Define *Management*

Back 1

The process used to accomplish organizational goals through PLANNING, ORGANIZING, LEADING, CONTROLLING people and other organizational resources.

Front 2

What is *Planning*?

Back 2

A management function that involves anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.

Front 3

What is *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

Define *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

Define *Controlling*

Back 5

A management function that involves determining whether or not an organization is progressing toward its goals and objectives, and taking corrective action if it is not.

Front 6

What is *Vision*?

Back 6

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

Front 7

What is a *Mission Statement*?

Back 7

An outline of the fundamental purposes of an organization?

Front 8

What are *Goals*?

Back 8

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

Front 9

What are *Objectives*?

Back 9

Specific, short-term statements detailing hot to achieve the goals.

Front 10

What are *Objectives*?

Back 10

Specific, short-term statements detailing hot to achieve the goals.

Front 11

What is a *SWOT* Analysis?

Back 11

An analysis of an organizations STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS.

Front 12

Define *Strategic Planning*

Back 12

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 13

What is *Tactical Planning*?

Back 13

The process of developing detailed, short-term decisions about what is to be done, who is to do it, and how its to be done.

Front 14

What is *Operational Planning*?

Back 14

The process of setting work standards and schedules necessary to implement the tactical objectives.

Front 15

What is *Contingency Planning*

Back 15

The process of preparing alternative courses of action that may b used if the primary plans do not achieve the objectives or the organization.

Front 16

What are the 7 *D's*?

Back 16

1. DEFINE the situation 2. DESCRIBE and collect needed information, 3. DEVELOP alternatives, 4. DEVELOP agreement among those involved, 5. DECIDE which alternative is best, 6. DO what is indicated, 7. DETERMINE whether the decision was a good one and follow-up.

Front 17

What is *Decision Making*?

Back 17

Choosing between two or more alternatives.

Front 18

What is an *Organizational Chart*?

Back 18

A visual device which shows the relationship and divides the organization's work; it shows who is accountable for the completion of specific work and who reports to who.

Front 19

Define *Top Management*

Back 19

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

Front 20

What is *Middle Management*?

Back 20

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

Front 21

What is *Supervisory Management*?

Back 21

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

Front 22

What is *Staffing*?

Back 22

A management function that includes hiring, motivating, and retaining the best people available to accomplish the companies objectives.

Front 23

What is *Managing Diversity*?

Back 23

Building systems and a climate that unite different people in a common pursuit without undermining their individual strengths.

Front 24

Define *Autocratic Leadership*

Back 24

Leadership style that involves making managerial decisions without consulting others.

Front 25

Define *Participate (Democratic) Leadership?

Back 25

Leadership style that consists of managers and employees working together to make a decision.

Front 26

Define *laissez-faire (free-reign) leadership*.

Back 26

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

Front 27

Define *Empowerment*?

Back 27

Giving employees the authority and responsibility to respond quickly to customer requests.

Front 28

Define *Enabling*

Back 28

Giving workers the education and tools they need to assume their new decision-making powers.

Front 29

What is *Knowledge Management*?

Back 29

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

Front 30

What are the 5 key steps to *Controlling*?

Back 30

1. Setting clear performance standards, 2. Monitoring and recording actual performance - the results, 3. Comparing results against plans and standards, 4. Communicating results and deviations to the employees involved, 5. Providing positive feedback for work well done and taking corrective action when required.

Front 31

What are *External Customers*?

Back 31

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

Front 32

Define *Internal Customers*

Back 32

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

Front 33

What are the *3 key skills a manager must offer*?

Back 33

1. Technical Skills, 2. Human Relations Skills, 3. Conceptual Skills.

Front 34

What are the *3 key skills a manager must offer*?

Back 34

1. Technical Skills, 2. Human Relations Skills, 3. Conceptual Skills.

Front 35

Define *Technical Skills*

Back 35

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

Front 36

Define *Human Relationship Skills*

Back 36

Skills that involve communication and motivation; the enable managers to work through and with people.