Management
Process used to accomplish organizational goals thro planning, organizing, leading, and controlling ppl and other organzational resources.
Planning
Management function that includes antcipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.
Organizing
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 organzation's goals and objectives.
Leading
Creating a vision for the organization and guiding, trading, coaching, and motivating others to work effectively to achieve the organization's goals and objectives.
Controlling
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.
Vision
Encompassing explanation of why the organization exists and where it's trying to head.
Mission Statement
Outline of the fundamental purposes of an organization.
Goals
Broad, long-term accomplishments an organization wishes to attain.
Objectives
Specific, short-term statements detailing how to achieve organization's goals.
SWOT Analysis
Planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats.
Strategic Planning
Process of determining the major goals of organization and policies and strategies for obtaining and using resources to achieve those goals.
Tactical Planning
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.
Operational Planning
Process of setting work standards and schedules necessary to implement company's tactical objectives.
Contingency Planning
Process of preparing alternative courses of action that may be used if primary plans don't achieve organzation's objective.
Decision Making
Choosing among 2+ alternatives.
Problem Solving
Process of solving everyday problems that occur. Less formal than decision making and usually calls for quicker action.
Brainstorming
Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.
PMI
Listing all plusses for a solution in one column, all minuses in another, and implications in a third column.
Organizational Chart
Visual device that shows relationships among ppl and divides organization's work; it shows who is accountable for the completion of specific work and who reports to whom.
Top Management
Highest level of management, consisiting of pres and other key company executies who develop strategic plans.
Middle Management
Level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.
Supervisory Management
Managers who are directly responsible for supervising workers and evaluating their daily performance.
Technical Skills
Skills that involve ability to perform tasks in a specific discipline or department.
Human Relation Skills
Skills that involve communcation and motivation; they enable managers to work thro and with people.
Conceptual Skills
Skills that involve ability to picture organization as a whole and relationship among its various parts.
Staffing
Management function that includes hiring, motivating, and retaining the best ppl available to accomplish company's objectives.
Autocratic Leadership
Leadership style that involves making managerial decisions w/out consulting others.
Participative (Democratic) Leadership
Leadership style that consists of managers and employees working together to make decisions.
Free-Rein Leadership
Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives.
Enabling
Giving workers the education and tools they need to make decisions.
Knowledge Management
Finding right info, keeping info in a readily accessible place, and making info knwon to everyone in 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 firm that recieve services from other individuals or units.