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BUS 150-chpt 7 extra
Terms in this set (35)
Consist of CEO's and CFO's that devote their time to developing long range plans for their organizations
Consist of Regional managers, division heads, and directors that focus on specific operations. responsible for developing detailed plans to implement the firm's strategic plans
Consist of supervisors, dept chairpersons, and program managers or 1st line management who are responsible for assigning and evaluating employees to specific jobs
Manager's ability to understand and use the techniques, knowledge, and tools and equipment of a specific department. very important for supervisory management
interpersonal skills that enable managers to work effectively with and through ppl. They include the ability to communicate, motivate, and lead employees to complete assigned activities.
determine a manager's ability to see the organization as a unified whole and to understand how each part of the organization interacts with other parts. Skills to help see the big picture. is important for Top management
Planning, organizing, directing, and controlling
4 managerial functions
technical, human, and conceptual
3 types of skills
process of determining the primary objectives of an organization and then acting and allocating resources to achieve those objectives. done by top executives of the company
involves implementing the activities specifies by strategic plans. It guides the current and near-term activities required to implement overall strategies
creates the detailed standards that guide implementation of tactical plans. this activity involves choosing specific work targets and assigning employees and teams to carry out plans. plans for specific functions unlike strategic plans.
involves two components: business continuation and public communication.
organizational objectives, fundamental strategies, long-term plans. Top management
Quarterly and semiannual plans, departmental policies and procedures. Middle management
daily and weekly plans, rules, and procedures for each department. Supervisory management
ongoing plans for actions and communications in an emergency. mostly top management, but all levels contribute
strengths, weaknesses, opportunities, and threats
Acronyms for SWOT analysis
the unique combination of a company's abilities and resources that set it apart from competitors
simple, common, and frequently occurring problems for which solutions have already been determined
a complex and unique problem or opportunity with important consequences for the organization
1. recognize problem or opportunity
2. develop alt. courses of action
3. evaluate alt.
4. select and implement chosen alt.
5. follow up and evaluate effectiveness
5 steps in decision making process
make decision on their own
Both employees and employer are part of the decision making
minimal supervision and allow employees to make own decisions
group similar functions or activities
group activities based on different locations
group activities based on different customer groups
group activities based on different product lines
Span of management
number of employees a manager supervises
retains decision making at the top of the management hierarchy
locates decision making at lower levels
est. a direct flow of authority from chief executive to employees
combine the direct flow of authority of a line organization with the staff departments that support the line department
places authority and responsibility jointly in the hands of a group of individuals rather than a single manager
links employees from different parts of the organizations to work together on specific projects
THIS SET IS OFTEN IN FOLDERS WITH...
BUS 150 Exam 3
BUS 150-chpt 8 extra
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