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
