is the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.
a management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.
a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization's goals & objectives.
creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization's goals and objectives.
establishes clear standards to determine whether an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not.
an encompassing explanation of why the organization exists and where it's trying to head.
an outline of the fundamental purposes of an organization.
the broad, long-term accomplishments an organization wishes to attain.
specific, short-term statements detailing how to achieve the organization's goals.
a planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats.
is done by top management and determines the major goals of the organization and the policies, procedures, strategies, and resources it will need to achieve them.
the process of developing detailed, short-term statements about what is to be done, who is to do it, and how.
the process of setting work standards and schedules necessary to implement the company's tactical objectives.
the process of preparing alternative courses of action the firm can use if its primary plans don't work out.
choosing among two or more alternatives.
the process of solving everyday problems that occur. Problem solving is less formal than decision making and usually calls for quicker action.
coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.
listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column.
a visual device that shows relationships among people and divides the organization's work; it shows who reports to whom.
the highest level, consists of the president and other key company executives who develop strategic plans.
includes general managers, division managers, and branch and plant managers (in colleges, deans and department heads) who are responsible for tactical planning and controlling.
managers who are directly responsible for supervising workers and evaluating their daily performance.
skills that involve the ability to perform tasks in a specific discipline or department.
Human relation skills
skills that involve communication and motivation; they enable managers to work through and with people.
skills that involve the ability to picture the organization as a whole and the relationship among its various parts.
a management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives.
the presentation of a company's facts and figures in a way that is clear and apparent to all stakeholders.
leadership style that involves making managerial decisions without consulting others.
Participative (democratic) leadership
leadership style that consists of managers and employees working together to make decisions.
involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives.
giving workers the education and tools they need to make decisions.
finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm.
dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use.
individuals and units within the firm that receive services from other individuals or units.
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