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| Process of planning, organizing, leading, and controlling an organization's resources to achieve its goal. |
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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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| A chart that diagrams the various jobs within a company and how those jobs relate to one another. |
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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 is is meeting its goals. |
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| The three basic levels of management are ____, ____, and ____ management. |
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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 courses of action. |
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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 environment. |
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| Objective that a business hopes and plans to achieve. |
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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 five years or more into the future. |
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| Goal set for a period of one to five years into the future. |
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| Goal set for the very near future. |
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| Strategy for determining the firm's overall attitude toward growth and the way it will manage its businesses or product lines. |
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| 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 concerned with implementing specific aspects of a company's strategic plans. |
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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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