The managerial process of creating and maintaining a fit between the organization's objectives and resources and the evolving market opportunities
the process of setting work standards and schedules necessary to implement the company's tactical objectives
a short, specific written statement of the reason a business exists and what it wants to achieve.
a precise statement of results the business expects to achieve.
a sum of money allocated for a particular purpose
a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory
guidelines used in making consistent decisions.
the power or right to give orders or make decisions
descriptions of the way work is done.
chart that shows how business is structure and who is in charge of whom.
an obligation or duty for which a person is held accountable
responsibility to someone or for some activity
the delegation of power and authority to subordinates
organizational structure in which managers at the top of the line are in charge of those beneath them.
organization in which most decision-making authority is held by upper-level management
An organization in which lower-level managers make important decisions.
the dividing of organizational functions into separate units
Top level managers
managers responsible for setting goals and planning the future for a company.
who carry out decisions of top level management and oversee specific departments.
who are responsible for the daily operations of a business, such as supervision and office managers.
the act or process of drawing up plans or layouts for some project or enterprise
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
To carry out or accomplish
determines to what extent the business is accomplishing the goals it set out to reach in the planning stage