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Definition
| process of achieving organizational objectives through people and other resources |
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| CEO, CFO, and executive vice president |
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| general managers, plant managers, division managers and branch managers |
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| supervisor, section chief, and team leader |
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| manager's ability to understand and use techniques, knowledge, and tools and equipment of a specific discipline or department |
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| interpersonal skills that enable managers to work effectively with and through people |
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| manager's ability to see the organization as a unified whol and understand how each part of the organization interacts with other parts |
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| process of anticipating future events and conditions and determining courses of action for achieving organizational objectives |
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| means by which managers blend human and material resources through a formal structure of tasks and authority |
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| guiding and motivating employees to accomplish objectives |
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| function of evaluating an organization's performance to determine whether it is accomplishing its objectives |
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| perception of marketplace needs and the methods an organization can use to satisfy them |
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| process of determining the primary objectives of an organization and acting/allocating resources to achieve those objectives (top management) |
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| implementing the activities specified by strategic plans (middle management) |
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| creates detailed standards that guide implementation of tactical plans (supervisory management) |
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| allows firms to resume operations as quickly and smoothly as possible after a crisis while openly communicating with the public about what happened (primarily top management, but everyone contributes) |
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| written explanation of an organization's business intentions and aims |
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| strengths, weaknesses, opportunities, and threats |
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| guideposts by which managers define the organization's desired performance in such areas as profitability, customer service, growth, and employee satisfaction |
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| competitive differentiation |
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| unique comibnation of a company's abilities and approaches that sets it apart from competitors |
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| process of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results |
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| simple, common and frequently occurring problems for which solutions have already been determined |
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| complex and unique problem or opportunity with important consequences for the organization |
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| ability to direct or inspire people to attain organizational goals |
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| a type of leadership that is centered around the boss |
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| a type of leadership that involves subordinates in making decisions |
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| a practice in which managers lead employees by sharing power, responsibility, and decision making with them |
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| a type of leadership in which most decisions are left up to subordinates |
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| organization's system of principles, beliefs, and values |
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| structured grouping of people working together to achieve common goals |
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| process of dividing work activities into units within the organization |
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| act of assigning work activities to subordinates |
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| number of subordinates a manager can supervise effectively |
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| retaining decision making at the top of the management hierarchy |
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| locating decisions making at lower levels |
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| set of relationships that indicates who directs which activities and who reports to whom |
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| structure that places authority and responsibility jointly in the hands of a group |
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| links employees from different parts of the organization to work together on specific projects |
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| structure in which employee reports to one supervisor |
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| perform functions that directly affect core operations of company |
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| perform functions that advice or support line personnel |
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| human resource management |
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| function of attracting, developing, and retaining enough qualified employees to perform activities necessary to accomplish organizational objectives |
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| training during which employees learn to perform tasks under the guidance of an experienced employees |
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| evaluation of an employee's job performance that compares actual results with desired outcomes |
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| 360-degree performance review |
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| a process that gathers feedback from a review panel including coworkers, supervisors, team members, subordinates and sometimes customers |
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| compensation based on an hourly pay rate or the amount of output produced |
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| compensation caluclates on a periodic basis, such as weekly or monthly |
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| rewards such as retirement plans, health insurance, vacation, and tuition reimbursement provided for employees either entirely or in part at the company's expense |
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| retirement savings plans to which employees can make pretax contributions |
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| process of reducing the number of employees within a firm by eliminating jobs |
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| contracting with another business to perform tasks or functions previously handled by internal staff members |
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| Maslow's hierarchy of needs |
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Definition
| theory of motivation according to which people have five levels of needs that they seek to satisfy: physiological, safety, social, esteem, and self-actualization |
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| job design that expands an employee's responsibilities by increasing the number and variety of tasks assigned to the worker |
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| change in job duties to increase employees' authority in planning their work, deciding how it should be done and learning new skills |
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| a manager assumes that the employee hates/avoids work and motivates them with $$$ and job security, threaten punishment |
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| employee loves/seeks out work |
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| group of workers who have banded together to achieve common goals in the areas of wages, hours, and working conditions |
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| process of negotiation between management and union representatives for the purpose of arriving at mutually acceptable wages and working conditions |
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| uses a 3rd party to encourage both sides to continue negotiations; suggests but doesn't decide |
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| uses an impartial 3rd party that makes a binding decision |
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| group of employees who are committed to a common purpose, approach, and set of performance goals |
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| relatively permanent group of employees with complementary skills who perform the day-to-day work of organizations |
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| temporary combination of workers who gather to solve a specific problem and then disband |
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| work team that has the authority to decide how its members complete their daily tasks |
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| team made up of members from different functions, such as production, marketing, and finance |
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| group of dispersed coworkers who use a combination of communications to accomplish an organizatiional task |
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| average level of ability, experience, personality or any other factor on a team |
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| variances or differences in ability, experience, personality, or any other factor on a team |
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| extent to which team members feel attracted to the team and motivated to remain part of it |
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| informal standard of conduct shared by team members that guides their behavior |
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| antagonistic interaction in which one party attempts to thwart the intentions/goals of another |
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| problem-related differences of opinion, can strongly improve team performance |
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| emotional reactions that can occur when disagreements become personal rather than professional |
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Definition
| meaningful exchange of information through messages |
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| rely on explicit written and verbal messages |
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| not just the message itself, but also on the conditions that surround it |
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| receiving a message and interpreting its intended meaning by grasping the facts and feelings it conveys |
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| formal communication channel |
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| carries messages that flow within the chain of command structure defined by an organization |
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| internal information channel that transmits information from unofficial sources |
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| meaningful exchange of information through messages transmitted between an organization and its major audiences |
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