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| a process designed to acheive an organization's objectives by using its resources effectively and efficiently in a changing environment |
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| those individuals in organizations who make decisions about the use o resources and who are concerned with planning, organizing, staff, directing, and controlling the organization's activities to reach its objectives |
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| the process of determining the organizations's objectives and deciding how to accomplish them; the first function of a management |
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| the statement of an organization's fundamental purpose and basic philosophy |
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| those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission |
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| short-range plans designed to implement the activities and objectives specified in the strategic plan |
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| very short-term plans that specify what actions individuals, work groups, or depts need to accomplish in order to achieve the tactical plan and ultimately the strategic plan |
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| crisis management or contingency planning |
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| an element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, comp virus, or airplane cras |
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| the structuring of resources and activities to accomplish objectives in an efficient and effective manner |
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| the hiring of people to carry out the work of the org |
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| the elimination of a significant number of employees from an org |
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| motivation and leading employees to achieve organizational objectives |
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| the process of evaluating and correcting activities to keep the organization on course |
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| not many women are top earners;the president and other top executives of a business, such as the pres, VP, chief executive officer (CEO)chief financial officer (CFO), and chief operations officer, (COO), who hoave overall responsibility for the org |
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| those members of an org responsible for the tactical planning that implements the general guidelines etablish by top management(Plant/Division/Dept Managers) |
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| those who supervise both workers and the daily operations of an org (Foremen, Supervisors, Office Managers) |
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| those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals |
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| production and operations managers |
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| those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace |
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| those who are responsible for planning, pricing, and promoting products and making them available to customers |
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| those who handle the staffing function and deal w/employees in a formalized manner |
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| those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks |
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| those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers |
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| the ability to influence employees to work toward organizational goals |
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| the specialized knowledge and training needed to perform jobsthat are related to particular areas of management |
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| the ability to thihnk in abstract terms and to see how parts fit together to form the whole |
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| the ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation |
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| the ability to deal with people, both inside and outside the org |
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| Where do managers come from? |
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Definition
| Not bord; made. Gotten in 3 Ways; promoting employees from w/in, hiring managers from other orgs, and hiring managers straight out of universities |
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| a calendar, containing both specific and vauge items, that covers short-term goals and long-term objectivites |
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| the building of relationships and sharing of info w/colleagues who can help mangers achieve the items in the agendas |
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