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| The set of attitudes, values, and standards that distinguishes one organization from another. |
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| The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions. |
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| The process of guiding and motivating others towards the achievement of organizational goals. |
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| Directive leaders, allowing for very little input from subordinates. Prefer to make decisions and solve problems on their own. |
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| A Leadership style in which the leader shares decision making with group members and encourages discussion of issues and alternatives; includes democratic, consensual, and consultative styles. |
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| Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote. |
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| Leaders who confer with subordinates before making a decision, but who retain the final decision-making authority. |
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| Leaders who encourage the discussion about issues and then require that all parties involved agree to the final decision. |
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| A leadership style in which the leader turns over all authority and control to subordinates. |
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| The process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done; and determining by whom it should be done. |
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| The process of coordinating and allocating a firm's resources in order to carry out its plans. |
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| The process of assessing the organization's progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from the plan. |
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| The process of creating long-range (one to five years), broad goals for the organization and determining what resources will be needed to accomplish those goals. |
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| The process of beginning to implement a strategic plan by addressing issues of coordination and allocating resources to different part of the organization; has a shorter time frame (less that one year) and more specific objectives that strategic planning. |
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| The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical planning. |
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| Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during an emergency. |
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| The ability to influence others to behave in a particular way. |
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| Power that is derived from an individual's personal charisma and the respect and/or admiration the individual inspires. |
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| Power that is derived from an individual's ability to threaten negative outcomes. |
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| Power that is derived from an individual's control over rewards. |
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| Power that is derived from an individual's knowledge in one or more areas. |
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Term
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Definition
| Power that is derived from an individual's position in an organization. |
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