1. Planning: appropriate goals based on available resources.
2. Organizing: right person in right job, apply a structure that is capable of achieving your goal.
3. Leading: motivate and coordinate, communication, leading by example
4. Controlling: evaluate your plan and your people with monitoring system to see how well the organization has achieved its goal.

1. Extraversion: Tendency to experience positive emotions and moods, feel good about oneself and the world.
2. Negative Affectivity: Tendency to experience negative emotions and moods, to be critical of self and others.
3. Agreeableness: Tendency to get along well with other people.
4. Conscientiousness: Tendency to be careful and persevering.
5. Openness To Experience: Tendency to be original with broad interests, be open, daring and take risks.

What are the three needs?

1. Need for achievement.
2. Need for affiliation.
3. Need for power.

1. Economic forces- interest rates, inflation, unemployment, economic growth, ect.
2. Technological forces- outcomes of changes in the technology that managers use.
3. Sociocultural forces- pressures emanating from the social structure of a country or society.
4. Demographic forces- outcomes of changes in attitudes toward age, gender, ethnic, origin, race, sexual orientation and social class.

1. Low-Cost Strategy: driving the organization's costs down below the costs of rivals
2. Differentiation Strategy: distinguishing an organization's products from the products of competitors on dimensions such as product design, quality or after-sales service.
3. Focused Low-Cost: serving ONE segment of the overall market and trying to be the lowest-cost organization serving that segment
4. Focused Differentiation: serving ONE segment of the overall market and trying to be the most differentiated organization serving that segment

1. Functional structure-organizational structure composed of all the departments that an organization requires to produce its goods/services.
2. Divisional Structure- composed of separate business units within which are the functions that work together to prodcue a specific customer, most dependent on size.
3. Product Structure- structure in which each product line or business is handled by a self contained division, allows functional managers to specialize in only one product area, able to build expertise, no day to day supervision.
4. Geographic structure: structure in which each region of a country or area of the world is served by a slef-contained division, gives regional managers the flexibility the need to choose range of products that best meet regional customers, customize prodcuts to your geographical locaiton.
5. Market Structure: structure in which each kind of customer is served by a self-contained division, allows managers to be responsive to customers needs and act flexibly.
6. Matrix Structure: structure that simultaneously groups people and resources by function and by product, each person reports to two managers, doesn't permit idle time because there are so many various projects.

Input Stage-> Conversion Stage -> Output Stage

Feedforward Control->Concurrent Control->Feedback Control

Anticipate problems before they occur->manage problems as they occur->manage problems after they have risen

1. Must be realistic
2. Difficult but not impossible (need to be motivating)

1. Intrinsic:(best results) performed for its own sake, involves heart, passion for what you do.
2. Extrinsic: behavior performed to acquire material rewards or to avoid punishment.
3. Prosocial: behavior performed to benefit/help others.

Motivation is high when workers believe that high effort leads to high performance, high attainment of desired outcomes.

Effort-> performance -> outcomes

Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatsfaction.

Motivator Needs: Relate to nature of the work itself and how challenging it is

Hygiene Needs: Related to physical and physiological needs

1. Expert- based on special knowledge, skills and expertise that a leader possesses
2. Referent- subordinates give you the power because they want to. deeper relationship, has most longevity.
3. Reward- ability of a manager to give or withold tangible rewards and intangible rewards.
4. Legitimate- the authority that a manager has by virtue of his or her position in an organization's hierachy.
5. Coercive- the ability of managers to punish the people you want to lead.

**All are situational except refernt (because it is based on your character)

adjust your behavior to situations, looks at what motivates the employees and the managers needs to adjust these wants.

Directive Behaviors: set goals, assign takss

Supportive Behaviors: look out for the best interests

Participative Behaviors: give subordinates a say in matters affecting them.

Achievement-Oriented behaviors: setting very challenging goals

1. Performance- evaluation of employees' job performance and contributions to their organization.
2. Trait- assessing subordinates on personal characteristics that are relevant to job performance.
3. Behavior- Assesses how workers perform their jobs- actaul actions and behaviors that exhibit on the job.
4. Results- managers appraise performance by the results or the actual outcomes of work behaviors
5. objective- assesses performance based on facts
6. subjective- assessments based on a manager's perceptions of traits and behaviors.