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| social entity that is goal directed and deliberately structured |
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| The process of dealing with or controlling things or people; The responsibility for and control of a company or similar organization |
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| To accomplish organizational goals |
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1. Planning,
2. Organizing,
3. Leading,
4. Controlling |
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| the condition that exsits when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone' the concept that the whole is greater than the sum of its parts |
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| the property of allowing or having the same effect or result from different events |
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| : the degree to which the organizations achieve goals |
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| use of minimal resources to produce desire output |
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| the management function concerned with defining goals for future oranizational performance and deciding on the tasks and resources needed to attain them; the acts of determining the organization's goals and the means for acheiving them |
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| a desired future state that the organization attempts to realize |
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| a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance |
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| Characteristics of MBO Systems |
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| set goals, develop action plans, review progress, appraise overall performance |
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| the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals |
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| 3 steps of strategic management |
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| corporate/business/functional |
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| strengths, weaknesses, opportunities, threats |
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| a choice made from available alternatives |
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| the management function concerned with assigned tasks, grouping tasks into departments, and allocating resources to departments; the deployment of organizational resources to achieve strategic goals |
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| people in management positions have formal authority to direct and control immediate subordinates |
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| includes the right to advise, recommend, and counsel in the staff specialists' area of expertise |
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| shows chain of command, indicates departmental tasks and how they fit together, provides order and logic for the organization |
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| the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. |
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| a small adjustment made toward an end result |
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| Scrutinize the Current Job Market, evaluate organizational needs, anticipate employee turnover, estimate future hr needs |
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| the things that we are born with that we have no control over |
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| the things in our life that we can slightly control |
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| the ability to influence people toward the attaintment of organizational goals |
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| a concrete historical method of influencing the process of social labor in accordance with the objective laws of social development; one of the principal forms of social control. Economic management involves both the production and the nonproduction sphere |
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| 2 factors of team effectiveness |
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| productive output/personal satisfaction |
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| monitoring employees' activities, determining whether the organization is on target toward its goals, and making corrections as necessary |
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| sender encodes message - receiver decodes message - channel - noise - feedback loop |
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#1 – What is an organization?
#2 – What do organizations do?
#3 – What is management?
#4 – What does management do?
#5 – What is the link between organizations and management?
#6 – Why does this matter anyway? |
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| an organization wide commitment to infusing quality into every activity through continous improvement |
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| budget/financial statement/financial ratio |
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| sequence of activities from procurement of inputs through transformation process to production of outputs and distribution to customers |
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| … raw materials, good in process, and finished goods going to customers … it is part of the value chain. |
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