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| process of planning, organizing, leading, and controlling an organization's resources to achieve its goals. |
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| management process of determining what an organization needs to do and how best to get it done. |
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| management process of determining how best to arrange an organization's resources and activities into a coherent structure. |
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| management process of guiding and motivating employees to meet an organization's objectives. |
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| management process of monitoring an organization's performance to ensure that it is meeting its goals. |
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| manager responsible for a firm's overall performance and effectiveness. |
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| manager responsible for implementing the strategies and working toward the goals set by top managers. |
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| manager responsible for supervising the work of employees. |
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| skills needed to perform specialized tasks. |
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| skills in understanding and getting along with people. |
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| abilities to think in the abstract, diagnose and analyze different situations, and see beyond the present situation. |
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| skills in defining problems and selecting the best course of actions. |
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| skills associated with the productive use of time. |
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| process of helping an organization maintain an effective alignment with its own environment. |
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| objective that a business hopes and plans to achieve. |
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Term
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| broad set of organizational plans for implementing the decisions made for achieving organizational goals. |
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| organization's statement of how it will achieve its purpose in the environment in which it conducts its business. |
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| goal set for an extended time, typically for 5 years or more into the future. |
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Term
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| goal set for a period of 1-5 years into the future. |
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Term
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| goal set for the very near future. |
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| strategy for determining a firm's overall attitude toward growth and the way it will manage its businesses or product lines. |
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| Business (or competitive) Strategy |
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Definition
| strategy, at the business-unit or product-line level, focusing on improving a firm's competitive position. |
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| strategy by which managers in specific areas decide how best to achieve corporate goals through productivity. |
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| creation of a broad program for defining and meeting an organization's goals. |
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| goal derived directly from a firm's mission statement. |
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| identification and analysis of organizational strengths and weaknesses and environmental opportunities and threats as part of strategy formulation. |
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| process of scanning the business environment for threats and opportunities. |
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| process of analyzing a firm's strengths and weaknesses. |
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| plan reflecting decisions about resource allocations, company priorities, and steps needed to meet strategic goals. |
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| generally short-term plan conceded with implementing specific aspects of a company's strategic plan. |
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| plan setting short-term targets for daily, weekly, or monthly performance. |
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| identifying aspects of a business or its environment that might entail changes in strategy. |
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| organization's methods for dealing with emergencies. |
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| the shared experiences, stories, beliefs, and norms that characterize an organization. |
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