Chapter 7

Strategic planning

Done by top management determines major goals of the organization and policies, procedures, strategies and resources it will need to achieve them

Human relations

Enable managers to work through and with people

Knowledge Management

Finding right information, keeping it in a readily accessible places, and making it known to everyone in the firm together

Enabling

Give workers the education and tools they need to make decisions

Tactical planning

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

Planning

Process of establishing organizational goals and determining how to accomplish them

Controlling

Process of evaluating and regulating ongoing organizational activities to ensure goals are acheived

Leading

Process of guiding, influencing, and motivating others to work toward common goal

Contingency planning

Process of preparing alternative courses of action the firm can use if its primary plans don't work

Decision making

Process of selecting one alternative from the available alternatives

Problem solving

Process of working through details of a predicament in order to reach a solution

Brainstorming

Process of working through details of a predicament in order to reach a solution - many solutions in short period of time without censoring

Staffing

Recruiting, hiring, motivating and retaining the best people available to accomplish the company's objectives

Objectives

Statements of short-term, specific outcomes that are to be achieved by the firm

Operational planning

Supervisory managers implement tactical decisions for individual employees and day-to-day operations

Organizing

The grouping of people, resources, and activities to accomplish the objectives of the organization

Technical skills

Ability to perform tasks in a specific discipline or department

SWOT analysis

Analyzes the organization's strengths and weaknesses and opportunities and threats it faces

Middle management

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

Supervisory management

Includes those directly responsible for supervising workers and evaluating daily performance

Free rein leadership

Leader who favors autonomy and allows group members to make decision and take action as needed

Participative/ Democratic leadership

Leader who involves subordinates in goal setting, problem solving and decision making

Autocratic leadership

Leader who maintains individual control over all decisions and accepts little input from suboordinates

PMI

Listing all pulses for a solution in one column, all the minuses in another and implication in a third

Goals

Long-term, measurable accomplishments to be achieved by the firm within a specified time frame

Conceptual skills

Manager picture the organization as a whole and see relationships among its various parts

Management

Organization and coordination of activities of the firm to achieve defined goals and objectives

Top management

The highest level, consists of president and other key company executives who develop strategic plans

Organization Chart

Visual device that shows relationship among people and divides the organization's work

Vision

Why the organization exists and where it's trying to go

Mission statement

Written declaration of purpose that affirms the highest priorities of the organization