BA 101 Chapter 7

Organizing

designing structure of organization and creating conditions and systems in which everyone and everything works together to achieve organization's goals and objectives

Top management

highest level of management, consisting of president and other key executives who develop strategic plans

staffing

hiring, motivating, and retaining the best people available to accomplish objectives

objectives

specific, short-term statements detailing how to achieve the organization's goals

controlling

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

Leading

creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve goals and objectives

external customers

dealers, who buy products to sell to others, and ultimate customers (or end users) who buy products for their own personal use

enabling

giving workers the education and tools they need to make decisions

autocratic leadership

involves making managerial decisions without consulting others

problem solving

solving the everyday problems that occur; less formal than decision making and calls for quicker action

goals

the broad, long-term accomplishments an organization wishes to attain

decision making

choosing among two or more alternatives

Brainstorming

coming up with as many solutions to a problem as possible with no censoring of ideas

vision

an ecompassing explanation of why the organization exists and where it's trying to head

mission statement

an outline of the fundamental purposes of an organization

Planning

anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives

Strategic planning

determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals

tactical planning

developing detailed, short-term statements about what is to be done, who to do it, and how

knowledge management

finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm

Middle management

includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

internal customers

individuals and units within the firm that receive services from other individuals or units

PMI

listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third

participative (democratic) leadership

managers and employees being relatively free to do whatever it takes to accomplish those objectives

Supervisory management

managers who are directly responsible for supervising workers and evaluating their daily performance

SWOT analysis

planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats

contingency planning

preparing alternative courses of action if the primary plans don't achieve objectives

transparency

presentation of a company's facts and figures in a way that is clear and apparent to all stakeholders

Operational planning

setting work standards and schedules necessary to implement tactical objectives

human relations skills

skills that involve communication and motivation; enable managers to work through and with people

Technical skills

skills that involve the ability to perform tasks in a specific discipline or department

conceptual skills

skills that involve the ability to picture the organization as a whole and the relationship among its parts

Management

the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources

Organizational chart

visual device that shows relationships among people and divides the organization's work; shows who reports to who