Strengths, Weaknesses, Opportunities, Threats
This involves simple, common problems with predetermined solutions.
This involves a complex, unique problem or opportunity with important consequences for the organization.
Managers as Decision Makers
The process of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results.
Structured grouping of people working together to achieve common goals.
Human Interaction, Goal-directed Activities, Structure
Three key elements in an organizational structure.
The ability to direct or inspire people to attain organizational goals.
Empathy, Self-awareness, Objectivity in dealing with others
Three traits that are common among many leaders.
Make decisions on own without consulting employees.
Leave most decisions to employees.
Involve employees in decisions, delegate assignments, and ask employees for suggestions.
An organizations system of principles, beliefs, and values.
Influences on the Corporate Culture
Managerial philosophies, communications networks, and workplace environments.
Everyone knows and supports the same principles, beliefs, and values.
Weak or Constantly Shifting Culture
Lack of a clear sense of purpose.
Span of Management
A number of subordinates, or direct reports, a supervisor manages.
When decision making is retained at the top of the management hierarchy.
When decision making is located at the lower levels.
Types of Organization Structures
Chain of command set of relationships that indicates who directs which activities and who reports to whom.
Human Resource Management
Function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives.