 | Term | Definition |
| |
management |
the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources |
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planning |
a management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives |
| |
organizing |
a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organizations goals and objectives |
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leading |
creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organizations goals and objectives |
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controlling |
a management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not |
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vision |
an encompassing explanation of why the organization exists and where it's trying to head |
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mission statement |
an outline of the fundamental purpose of an organization |
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goals |
the broad, long term accomplishments an organization wishes to attain |
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objectives |
specific, short term statements detailing how to achieve the organizations goals |
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SWOT analysis |
SWOT = Strengths, Weaknesses, Opportunities and Threats; a planning tool used to analyze an organizations strengths, weakness, opportunities and threats |
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strategic planning |
the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals |
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tactical planning |
the process of developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done |
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operational planning |
the process of setting work standards and schedules necessary to implement the company's tactical objectives |
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contingency planning |
the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organizations objectives |
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decision making |
choosing among two or more alternatives |
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problem solving |
the process of solving the everyday problems that occur. problem solving is less formal than decision making and usually calls for quicker action |
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brainstorming |
coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas |
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PMI |
PMI = Pluses, Minuses, Implications; listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column |
| |
organization chart |
a visual device that shows relationships among people and divides the organizatins work; it shows who is accountable for the completion of specific work and who reports to whom |
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top management |
highest level of management, consisting of the president and other key company executives who develop strategic plans |
| |
middle management |
the level of management that includes general managers, dividsion managers, and branch and plant managers who are responsible for tactical planning and controlling |
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supervisory management |
managers who are directly responsible for supervising workers and evaluating their daily performance |
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technical skills |
skills that involve the ability to perform tasks in a specific discipline or department |
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human relations skills |
skills that involve communication and motivation; they enable managers to work through and with people |
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conceptual skills |
skills that involve the ability to picture the organization as a whole and the relationship among its various parts |
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staffing |
a management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives |
| |
autocratic leadership |
leadership style that involves making managerial decisions without consulting others |
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participative (democratic) leadership |
leadership style that consists of managers and employees working together to make decisions |
| |
free-rein leadership |
leadership style that invovles managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives |
| |
knowledge management |
finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm |
| |
external customers |
dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use |
| |
internal customers |
individuals and units within the firm that receive services from other individuals or units |
| Add or remove terms from this set |
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