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42 Cards in this Set
- Front
- Back
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management |
The process of guiding the development, maintenance, and allocation of recourses to attain organizational goals |
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Efficiency |
Using the least amount of resources to accomplish the organization's goals (doing things right) |
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Effictiveness |
The ability to produce the desires results or goods |
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Leadership |
The relationship between a leader and the followers who want real changes, resulting in outcomes that reflect the shared purposes |
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four functional areas of management |
planning, controlling, motivating, organizing |
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planning |
The process of deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and dtermining by whom it should be done |
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strategic planning |
The process of creating long-range (one to five years) broad goals for the organization and determining what resources will be needed to accomplish these goals |
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mission |
an organization's purpose and reason for existing; it's long term goals |
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mission statement |
A clear, concise articulation of how the company intends to achieve its vision, how it is different from its competition and the keys to its success |
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tactical planning |
process of beginning to implement a strategic plan by addressing issues of coordination and allocation of resources to different parts of the organization has a shorter time frame (less than one year) and more specific objectives |
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Operational planning |
process of ccreating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans |
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contingency plans |
plans thatg identify alternative courses of action for very unusual or crisis situations, typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during an emergency |
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organizing |
the prpocess of coordinating and allocating a company's resources to carry out its plans |
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top management |
the highest level of managers, including ceo's, presidents, and vice-presidents; they develop strategic plans and address long term issues |
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middle management |
managers who design and carry out tactical plans in specific areas of the company |
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supervisory management |
managers who design and carry out operational plans for the ongoing daily activities of the company |
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leading |
The process of building and motivating others toward the achievement of organizational goals |
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power |
the ability to influence others to behave in a particular way |
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legitimate power |
power that derived from an individual's position in an organization |
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reward power |
power that is derived from an individual's control over rewards |
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coercive power |
power that is derived from an individual's ability to threaten negative outcomes |
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expert power |
Power thatg is derived from an individual's extensive knowledge in one or more areas |
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referent power |
Power that is derived from an individual's personal charisma and the respect and/or admiration the individual inspires |
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Leadership style |
The relatively consistent way in which individuals in leadership positions attempt to influence the behavious of others |
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autocratic leaders |
directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates |
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Participative leaders |
Leaders that share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles |
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democratic leaders |
Leaders who solicit input from all members to make the final decision through a vote |
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Consensual leaders |
Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision |
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Consultative leaders |
Leaders who confer with subordinates before making a decision, but retain the final decision-making authority |
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Free-rein (laissez-faire) leadership |
A leadership style in which the leader turns over all authority and control to the subordinates |
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empowerment |
The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions |
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corporate culture |
The set of attitudes, values, and standards of behaviour that distinguishes one organization from another |
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Controlling |
The process of assessing the organization's progress toward accomplishing it's goals; includes monitoring the implementation of a pan and correcting deviations from it |
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Informational roles |
a manager's activities as an information gatherer, information disseminator, or spokesperson for the company |
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Interpersonal roles |
A manager's activities as a figurehead, company leader, or liaison |
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Decisional roles |
A manager's activities as an entrepreneur, resource allocator, conflict resolver, or negotiator |
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Programmed decisions |
Decisions made in response to frequently occuring routine situations |
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Non-programmed decision |
Responses to frequent, unforseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in the decision making |
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techinical skills |
a manager's specialized areas of knowledge and expertise, as well as the ability to apply that knowledge |
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Human relations skills |
A manager's interpersonal skills thatg are used to accomplish goals through the use of human resources |
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Conceptual skills |
a manager's ability to view the organization as a whole, understand how the various parts are interdependant, and assess how the organization relates to it's external environment |
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3 important trends in management |
Crisis management, managers and information technology, managing in diverse, cultural environments |
