chapter 6 & 7
Portland State University BA101
Terms in this set (67)
a process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment.
those individuals in organizations who make decisions about the use of resources and who are concerned with planning, organizing, staffing, directing, and controlling the organization's activities to reach its objectives.
the process of determining the organization's objectives and deciding how to accomplish them; the first function of management
the statement of an organization's fundamental purpose and basic philosophy
those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission.
short-range plans designed to implement the activities and objectives specified in the strategic plan.
very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve the tactical plan and ultimately the strategic plan.
crisis management or contingency planning
an element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or airplane crash.
the structuring of resources and activities to accomplish objectives in an efficient and effective manner.
the hiring of people to carry out the work of the organization.
the elimination of a significant number of employees from an organization.
motivating and leading employees to achieve organizational objectives.
the process of evaluating and correcting activities to keep the organization on course.
the president and other top executives of a business, such as the CEO-chief executive officer,CFO-chief financial officer and COO-Chief operations officer, who have overall responsibility for the organization.
Those members of an organization responsible for the tactical planning that implements the general guidelines established by top management.
Those who supervise both workers and the daily operations of an organization
those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals.
production and operations manager
those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace.
human resources managers
those who handle the staffing function and deal with employees in a formalized manner.
those who are responsible for planning, pricing, and promoting products and making them available to customers.
information technology managers
those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks.
those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers.
The ability to influence individuals or groups to achieve organizational goals.
Autocratic leaders make decisions alone and instruct subordinates what to do. Productivity highest among 3 styles.
democratic leaders involve their employees in decisions. Encourages employees to express opinions and contribute ideas.
let their employees work without much interference.
the specialized knowledge and training needed to perform jobs that are related to particular areas of management.
the ability to think in abstract terms and to see how parts fit together to form the whole.
the ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation.
human relations skills
the ability to deal with people, both inside and outside the organization.
recognize and define the situation,develop options,analyze options,monitor the consequences,implement the decision, and select the best option.
a calendar, containing both specific and vague items, that covers short term goals and long term objectives.
the building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas.
a firms's shared values, beliefs, traditions, philosophies, rules, and role models for behavior.
the arrangement of relationship of positions within an organization
a visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication.
the division of labor into small, specific tasks and the assignment of employees to do a single task.
the grouping of jobs into working units usually called departments, units, groups, or divisions.
the grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources.
the organization of jobs in relation to the products of the firm.
the grouping of jobs according to geographic location, such as state, region, country, or continent.
the arrangement of jobs around the needs of carious types of customers.
delegation of authority
giving employees not only tasks, but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks.
the obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work
principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome.
a structure in which authority is concentrated at the top, and very little decision-making authority is delegated to lower levels.
a structure in which decision-making authority is delegated as far down the chain of command as possible.
span of management
the number of subordinates who report to a particular manager
the levels of management in an organization
the simplest organizational structure in which direct lines of authority extend from the top manager to the lowest level of the organization.
a structure having a traditional line relationship between superiors and subordinates and also specialized managers- called staff managers- who are available to assist line managers.
a structure that organizes departments into larger groups called divisions.
An organizational structure that assigns specialists from different functional departments to work on one or more projects.
two or more individuals who communicate with one another, share a common identity, and have a common goal.
a small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable.
a permanent, formal group that performs a specific task
a temporary groups of employees responsible for bringing about a particular change.
groups similar to task forces which normally run their operation and have total control of a specific work project.
a specific type of project team formed to devise, design, and implement a new product.
quality assurance teams (quality circles)
small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems.
self directed work team (SDWT)
a group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer
flows from lower to higher levels of the organization and includes information such as progress reports, suggestions for improvement, inquiries, and grievances.
refers to the traditional flow of information from upper organizational levels to lower levels. Typically involves directions, the assignment of tasks and responsibilities, performance feedback, and certain details about the organization's strategies and goals.
an informal channel of communication, separate from management's formal, official communication channels
involves the exchange of information among colleagues and peers on the same organizational level, such as across or within departments.
communication that cuts across both work areas and organizational levels in the interest of efficiency and speed
The network of connections and channels of communication based on the informal relationships of individuals inside an organization