Chap 7-management & leadership
top management
highest level of management, consisting of the president and other key company executives who develop strategic plans.
tactical planning
the process of developing detailed short-term statemented about what is to be done, who is to do it, and how it is to do done.
planning
a management function that includes anticipating trends and determining the best strategies and tactics to archive organizational goals and objectives.
organization chart
a visual device that shows relationships among people and divides the organizations work; it shows who reports to whom
leading
creating a vision for the organization and guilding, training, coaching, and motivating, others to work effectively to acieve the organizations goal and objective
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
participative (democratic) leadership
leadership style that consists of managers and employees working together to make decisions
free-reign leadership
leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives
objectives
specific short-term statements, detailing how to achieve the organization goals.
goals
the broad long-term accomplishments an organization wishes to attain
transparency
the presentation of a company's facts and figures in way that is clear and stakeholders
strategies planning
the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
contingency planning
the process of planning alternative coures of action that may be used if th eprimary plans don't achieve the organizations objectives
operational planning
the process of setting work standards and schedules necessary to implements the companys tactical objective
problem solving
the process of solving the everyday problems that occur. problem solving is less formal than decision making and usually calls for quicker action.
autocratic leadership
leadership style that involves making managerial decisions without consulting others.
decision making
choosing among two or more alternatives
brainstorming
coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas
organizing
a 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 organizations goals objective.
staffing
a management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objective.
controlling
a 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.
SWOT analysis
a planning tool used to analyze an organizations strength, weaknesses, opportunities and threats
vision
an encompassing explaination of why the organization exists and where its trying to head.
mission statement
an outline of the fundamental purposes of an organization.
knowledge management
finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm
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 implication in a third column.
supervisory management
managers who are directly responsible for supervising workers and evaluating their daily performance.
human relations skills
skills that involve communication and motivation; they enable managers to work through 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 various parts
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
management
the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.