Term
|
Definition
the process of guiding the development, maintenance, and allocation of resources to attain organizational goals
|
|
|
Term
|
Definition
| using the least amount of resources to accomplish the organizations goal |
|
|
Term
|
Definition
| the ability to produce the desired result or good |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
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.
higher level managment who know what the trends are so they can plan furthur ahead. |
|
|
Term
|
Definition
| an organizations purpose and reason for existing; its long term goals |
|
|
Term
|
Definition
| the process of begining to implement a strategic plan by addressing issues of coordination and allocating resources to different parts of the organization; has a shorter time frame (less than one year) and more specific objectives than strategic planning. middle managment |
|
|
Term
|
Definition
| 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 plans. supervisory managment, current |
|
|
Term
|
Definition
| the process of coordinating and allocating a firms resources in order to carry out its plans |
|
|
Term
|
Definition
| the highest level of managers; includes CEOs, presidents, and vice presidents. who develope strategic plans and address long range issues |
|
|
Term
|
Definition
| managers who design and carry out tactical plans in specific areas of the company |
|
|
Term
| supervisory (first line) managment |
|
Definition
| managers who design and carry out operation plans for the ongoing daily activities of the firm |
|
|
Term
|
Definition
| the process of guiding and motivating others toward the achievment of organizational goals |
|
|
Term
|
Definition
| the ability to influence others to behave in a particular way |
|
|
Term
|
Definition
| power that is derived from an individuals position in an organization |
|
|
Term
|
Definition
| power that is derived from an individual's control over rewards |
|
|
Term
|
Definition
| power that is derived from an individuals ability to threaten negative outcome |
|
|
Term
|
Definition
| power that is derived from an individuals extensive knowledge in one or more areas |
|
|
Term
|
Definition
| power that is derived from an individuals personal charisma and the respect and/or admiration the individual inspires |
|
|
Term
|
Definition
| the relatively consistent way that individuals in leadership positions attempt to influence the behavior of others |
|
|
Term
|
Definition
| directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates |
|
|
Term
|
Definition
| leaders who share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultive styles |
|
|
Term
|
Definition
| leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote |
|
|
Term
|
Definition
| leaders who encourage discussion abt issues and then require that all parties involved agree to the final decision |
|
|
Term
|
Definition
| leaders who confer with subordinates before making a decision, but who retain the final decision making authority. |
|
|
Term
|
Definition
| a leadership style in which the leader turns over all authority and control to subordinates. |
|
|
Term
|
Definition
| the process of giving employees increased autonomy and descretion to make decisions as well as control over the resources needed to implement those decisions |
|
|
Term
|
Definition
| the set of attitudes, values, and standards that distingushes one organization from another |
|
|
Term
|
Definition
| the process of assessing the organizations progress toward accomplishing its goals includes monitoring the implementation of a plan and correcting deviations from the plan |
|
|
Term
|
Definition
| a manager's activities as information gatherer, an information disseminator, or a spokes person for the company |
|
|
Term
|
Definition
| a managers activities as a figurehead, company leader, or liaison |
|
|
Term
|
Definition
| a managers activities as an entrepreneur, resource allocator, conflict resolver, or negotiator. |
|
|
Term
|
Definition
| decisions made in response to frequently occuring routine situations |
|
|
Term
|
Definition
| responses to infrequent unforseen or very unusual problems and opportunities where the manager does not have a precedent to follow in decision making (hurricane Katrina) |
|
|
Term
|
Definition
| a managers specialized areas of knowlege and expertise as well as the ablity to apply that knowlege |
|
|
Term
|
Definition
| a managers ability to view the organization as a whole, understand how the various parts are interdependant, and asses how the organization relates to its external environment |
|
|
Term
|
Definition
| a managers interpersonal skills that are used to accomplish goals through the use of human resources |
|
|
Term
|
Definition
| a managers ability to operate in diverse cultural environments |
|
|
Term
|
Definition
| a back up plan for when a certain situation may happen, plans for when gas station being robbed, black outs, etc. |
|
|
