Term
|
Definition
| THE RIGHT TO COMMAND; THR RIGHT TO EXERCISE LEGIMITATE POWERS VESTED IN A PERSON BY AN ORGANIZATION |
|
|
Term
|
Definition
| THER RIGHT TO COMMAND, TO EXERCISE AUTHORITY SHOULD BE DELEGATED IN A CONTINUOUS CHAIN OR LINE F ROM THE TOP TO THE BOTTOM OF THE ORGANIZATION. |
|
|
Term
|
Definition
PROCESS OF SHARING IDEAS IN SUCH A
WAY THAT OTHERS WILL UNDERSTAND AND BE ABLE TO USE THE TRANSMITED INFORMATION. |
|
|
Term
|
Definition
| CONTROL PROCESS CONSISTS OF MEASURING ACTUAL PERFORMANCE, COMPARING PERFORMANCE AGAINST TO ESTABLISHED STANDARDS, TAKING CORRECTIVE ACTIONS IF NECESSARY. |
|
|
Term
|
Definition
| ASSIGINMENT OF AUTHORITY TO PERFORM WORK, MANAGE WORK OF OTHERS OR MAKE DECISIONS ON BEHALF OF ORGANIZATION. |
|
|
Term
|
Definition
| FACTORS FOUND IN CONTEXT OF INDIVIDUAL'S WORK AND RELATED TO ENVIRONMENT: WORKING CONDITIONS - PAY - JOB SECURITY - COMPANY POLICIES & ADMINISTRATION - RELATIONSHIPS W/IMMEDIATE SUPERVISORS - RELATIONSHIPS W/PEERS AND SUBORDINATES - STATUS. |
|
|
Term
|
Definition
| USE OF COMMUNICATION PROCESS BY A MANAGER TO GUIDE, MOTIVATE, GUIDE, INFLUENCE AND DIRECT OTHER PEOPE'S WORK. |
|
|
Term
|
Definition
| PROCESS OF ACHIEVING ORGANIZATIONAL OBJECTIVES THROUGH THE USE OF PEOPLE AND OTHER RESOURCES (CAPAITAL, LAND, EQUIPMENT). |
|
|
Term
|
Definition
| BASIC PURPOSE FOR ORGANIZATION'S EXISTENCE. |
|
|
Term
|
Definition
| DECISIONS THAT HAVE NO PRECEDENT AND REPRESENT SITUATIONS NOT DEALTH WITH PREVIOUSLY OR ONLY ON A LIMITED BASIS. |
|
|
Term
|
Definition
| WRITTEN OR GRAPHIC REPRESENTATION OF THE FORMAL AUTHORITY RELATIONSIHPS (LINE AND STAFF AUTHORITY; FUNCTIONAL AUTHORITY).ALSO MAY SHOW MAJOR TYPES OF DEPARTMENTALIZATION (GEOGRAPHIC,DIVISIONS, PRODUCT DIVISIONS) B EING USED AND THE FORMAL RELATIONSHIPS THAT SHOULD EXIST. |
|
|
Term
|
Definition
| DETERMINES WHAT TASKS NEED RO BE DONE; WHO WILL DO THEM; HOW TASKS WILL BE GROUPED; REPORTING RELATAIONSHIPS AND WHERE DECISIONS WILL BE MADE. |
|
|
Term
|
Definition
| DEFINES ORGANIZATIONS GOALS, EXTABLISHES STRATEGY TO ACHIEVE GOALS, DEVELOPS PLANS TO INTERGATE & COORDINATE RESOURCES NEEDED FOR SUCCESS. |
|
|
Term
|
Definition
| GENERAL STATEMENTS DEVELOPED BY TO MANAGEMENT AND COMMUNICATED TO MANAGERS AND SUPERVISORS SO CONSISTENT DECISIONS IN HANDLING CERTAIN ANCITIPATED PROBLEMS.AlSO DEFINES LIMITS SUPERVISORS MUST OBSERVE. SPECIFY MANAGERS BEHAVIOR IN DECISION MAKING. |
|
|
Term
|
Definition
| SEQUENCE OF STEPS TO BE FOLLOWED IN PERFORMING A SPECIFIC YTASK OR ACTION. |
|
|
Term
|
Definition
| DECISIONS MADE ROUTINELY ON A RECURRING BASIS NOT REQUIRING HUGE EXPENDITURES AND NOT COMPLEX IN NATURE. |
|
|
Term
| RATIONAL DEICISION MAKING |
|
Definition
| FOLLOWING LOGICAL RULES/STEPS OF LOGICAL THINKING IN RESOLVING A DELIMIMA OR MAKING A CHOICE. |
|
|
Term
|
Definition
| DUTY OR OBLIGATION TO PERFORM ANY ASSIGNED TASKS |
|
|
Term
|
Definition
| SELECTION OF ALTERNATIVE SOLUTION THAT SATISFIES MINIMAL DECISION CRITERIA THAT SEEMS "GOOD ENOUGH" - NOT PERFECT OR IDEAL. |
|
|
Term
|
Definition
| RECOGNIZES LIMITED ABILITY AND TIME OF AN INDIVIDUAL MANAGER.LIMITS SPAN (NUMBER OF PERSONS) ASSIGNED TO ONE MANAGER. |
|
|
Term
| T Q M (TOTAL QUALITY MANAGEMENT) |
|
Definition
| W. EDWARD DEMING'S 14 RULES REGARDING ACHIEVEMENT AND MAINTENANCE OF QUALITY WITHIN AN ORGANIZATION. |
|
|
