Term
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Definition
| Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes |
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Term
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Definition
| The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently |
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Term
| Organizational Performance |
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Definition
| A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals |
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Term
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Definition
| A measure of how well or productively resources are used to achieve a goal |
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Term
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Definition
| A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals |
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Term
| High Effectiveness, Low Efficiency |
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Definition
• Right goals, but poor resource allocation.
• Result: a product customers want but that is too expensive. |
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Term
| High Efficiency, Low Effectiveness |
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Definition
• Wrong goals but good resource allocation
• High quality product that customers do not want. |
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Term
| High Efficiency, High Effectiveness |
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Definition
• Right goals, good resource allocation
• A product customers want at a quality and price they can afford. |
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Term
| Low Efficiency, Low Effectiveness |
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Definition
• Poor goal setting and resource allocation
• Low quality product that customers do not want. |
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Term
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Definition
| Identifying and selecting appropriate goals; one of the four POLC |
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Term
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Definition
| A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. |
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Term
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Definition
| Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four POLC |
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Term
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Definition
| A formal system of task and reporting relationships that coordinates and moves organizational members so they work together to achieve organizational goals. |
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Term
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Definition
| Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four POLC |
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Term
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Definition
| Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four POLC |
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Term
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Definition
| Entrepreneur, Disturbance handler, resource allocator, negotiator |
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Term
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Definition
| Figurehead, leader, liaison |
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Term
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Definition
| Monitor, disseminator, spokesperson |
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Term
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Definition
| A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs |
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Term
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Definition
| A manager who is responsible for the daily supervision of non-managerial employees. Does lots of L, less POC |
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Term
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Definition
| supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals. Does more POC, less L than a first-line manager. |
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Term
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Definition
| Establishes organizational goals, decides how departments should interact, and monitors middle managers' performance. Lots of PO, less L, little more C than a middle manager. |
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Term
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Definition
| Comprised of the CEO, COO, the president, and the heads of most important departments. |
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Term
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Definition
| The ability to analyze and diagnose a situation and to distinguish between cause and effect. |
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Term
| Competitive Advantage Components |
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Definition
| Efficiency, Innovation, Quality, and Responsiveness to Customers |
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Term
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Definition
| the creation of a new vision for a struggling company, based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper. |
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