• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

Card Range To Study



Play button


Play button




Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

42 Cards in this Set

  • Front
  • Back


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


Using the least amount of resources to accomplish the organization's goals (doing things right)


The ability to produce the desires results or goods


The relationship between a leader and the followers who want real changes, resulting in outcomes that reflect the shared purposes

four functional areas of management

planning, controlling, motivating, organizing


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

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


an organization's purpose and reason for existing; it's long term goals

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

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

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

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


the prpocess of coordinating and allocating a company's resources to carry out its plans

top management

the highest level of managers, including ceo's, presidents, and vice-presidents; they develop strategic plans and address long term issues

middle management

managers who design and carry out tactical plans in specific areas of the company

supervisory management

managers who design and carry out operational plans for the ongoing daily activities of the company


The process of building and motivating others toward the achievement of organizational goals


the ability to influence others to behave in a particular way

legitimate power

power that derived from an individual's position in an organization

reward power

power that is derived from an individual's control over rewards

coercive power

power that is derived from an individual's ability to threaten negative outcomes

expert power

Power thatg is derived from an individual's extensive knowledge in one or more areas

referent power

Power that is derived from an individual's personal charisma and the respect and/or admiration the individual inspires

Leadership style

The relatively consistent way in which individuals in leadership positions attempt to influence the behavious of others

autocratic leaders

directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates

Participative leaders

Leaders that share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles

democratic leaders

Leaders who solicit input from all members to make the final decision through a vote

Consensual leaders

Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision

Consultative leaders

Leaders who confer with subordinates before making a decision, but retain the final decision-making authority

Free-rein (laissez-faire) leadership

A leadership style in which the leader turns over all authority and control to the subordinates


The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions

corporate culture

The set of attitudes, values, and standards of behaviour that distinguishes one organization from another


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

Informational roles

a manager's activities as an information gatherer, information disseminator, or spokesperson for the company

Interpersonal roles

A manager's activities as a figurehead, company leader, or liaison

Decisional roles

A manager's activities as an entrepreneur, resource allocator, conflict resolver, or negotiator

Programmed decisions

Decisions made in response to frequently occuring routine situations

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

techinical skills

a manager's specialized areas of knowledge and expertise, as well as the ability to apply that knowledge

Human relations skills

A manager's interpersonal skills thatg are used to accomplish goals through the use of human resources

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

3 important trends in management

Crisis management, managers and information technology, managing in diverse, cultural environments