Chapter 7 - Management and leadership

objectives

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

Management

The process of accomplishing the goals of an organization through the effective use of people and other resources.

participative leadership

a leadership style in which the leader consults employees for their suggestions and input before making decisions

Mission Statement

a statement of the organization's purpose - what it wants to accomplish in the larger environment

vision

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

external customers

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

Organizing

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

problem solving

finding a way around an obstacle to reach a goal

knowledge management

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

enabling

giving workers the education and tools they need to make decisions

top management

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

internal customers

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

Leading

inspiring and motivating workers to work hard to achieve organizational goals

autocratic leadership

leadership style that involves making managerial decisions without consulting others

free-rein leadership

leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives

point of maximal impulse

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

Supervisory Management

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

PMI

point of maximal impulse

human relations skills

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

technical skills

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

SWOT analysis

strengths, weaknesses, opportunities, threats

conceptual skills

the ability to analyze and diagnose a situation and to distinguish between cause and effect

middle management

the level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling

Transparency

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

Planning

the process of anticipating future events and determining strategies to achieve organizational objectives in the future

Strategic Planning

the process of developing and maintaining a strategic fit between the organization's goals and capabilities and its changing marketing opportunities

tactical planning

the 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

Brainstorming

the process of getting a group to think of unlimited ways to vary a product or solve a problem

contingency planning

the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organization's objectives

operational planning

the process of setting work standards and schedules necessary to implement the company's tactical objectives

Goals

things you want to accomplish

Staffing

A management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives

decision making

Choosing among two or more alternatives.

Controlling

Determines to what extent the business is accomplishing the goals it set out to reach in the planning stage