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