principles of management chapter 1- The management process today
Vocabulary for principles of management chapter one. This chapter (along with chapter 2) makes up module 1 and will be quiz one questions.
collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
a measure of how efficiently and effectively a manager uses resources to satisfy customers and organizational goals.
a measure of how productively resources are used to achieve a goal.
a measure of the appropriateness of the goals an organization is pursuing and of the degrees to which the organization achieves those goals.
identifying and selecting appropriate goals. one of the four principal tasks of management.
a cluster of decisions about what goals to pursue, and how to use resources to achieve goals.
structuring working relationships so organizational members work together to achieve organizational goals, one of the four principle tasks of management.
a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving goals. one of the four principle tasks of management.
evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. one of the four tasks of management.
a group of people who work together and possess similar skills or use the same knowledge, tools or techniques to perform their jobs.
a manager who is responsible for the daily supervision of nonmanagerial employees.
a manager who supervises the first line managers and is responsible for finding the besdt way to use resources to achieve organizational goals.
a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.
a group composed of the CEO, the COO, the president, and the heads of the most important departments.
the ability to analyze and diagnose the situation and to distinguish between cause and effect.
the ability to understand, alter, lead, and control the behavior of other individuals and groups.
the job specific knowledge and techniques required to perform an organizational role.
the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
downsizing an organization by eliminating the jobs or large numbers of top, middle, and first managers and nonmanagerial employees.
contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.
the expansion of employees' knowledge, tasks, and decision making responsibilities.
a group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they produce.
organizations that operate and compete in more than one country.
the ability of one organization to outperform another because it produces desired goods or services more efficiently and effectively than they do.
the process of creating new or improved goods and services or developing better ways to produce or provide them.
the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources to allow it to survive and prosper.