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attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
management function concerned with defining goals for future organizational performance and deciding on the tasks and resources needed to attain them
management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments
management function that involves the use of influence to motivate employees to achieve the organization's goals
management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed
use of minimal resources-raw materials, money, and people-to produce a desired volume of output
organization's ability to attain its goals by using resources in an efficient and effective manner
managers who are at the first or second management level and are directly responsible for the production of goods and services
managers who work at the mid-levels of the organization and are responsible for major departments
organizational climate that values experimentation and risk taking, applies current technology, tolerates mistakes and failure, and rewards nontraditional thinking and the sharing of knowledge
ability to work with and through other people and to work effectively as a group member
unleashing the power and creativity of employees by giving them the freedom, resources, information, and skills to make decisions and perform effectively
work an organization does by using electronic linkages with customers, partners, suppliers, employees, or other key consitituents
supply chain management
managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers
enterprise resource planning
systems that weave together all of a company's major busineess functions, such as order processing, product design, purchasing inventory, manufacturing, distribution, human resources, receipt of payments, and forcasting of future demand
efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so that a company's activities build on what is already known
customer relationship management
systems that collect and manage large amounts of data about customers and make them available to employees, enabling better decision making and superior customer service
contracting out selected functions or activities to to other organizations that can do the work more cost-efficiently
unwritten, common rules and perceptions about relationships among people and between employees and management
emerged during 19th and early 20th centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines
human resources perspective
combines prescriptions for design of job tasks with theories of motivation
behavioral sciences approach
applies social science in an organizational context drawing from economics, psychology, and other disciplines
one thing depends on other things, and for organizations to be effective, there must be a "goodness of fit" between their structure and the conditions in their external environment
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