Chapter 4 Flashcards
the process of guiding the development, maintenance, and allocation of resources to attain
organizational goals
Management
Role of a manager that includes setting objectives, anticipating potential problems or opportunities, and crafting strategies
planning
Role of a manager that includes coordinating and allocating resources needed to implement plans
Organizing
Role of a manager that includes guiding, motivating, and communicating with employees to resolve conflicts and manage change
Leading
Role of a manager that includes the process of assessing an organization’s progress toward accomplishing its goals
Controlling
is the ability to produce a desired result
Effectiveness
using the least amount of resources to accomplish an organization’s goals
Efficiency
the process of creating long-range (one to five years), broad goals for an organization and determining what resources will be needed to accomplish those goals
Strategic planning
the process of beginning to implement a strategic plan by addressing issues of
coordination and allocating resources to different parts of an organization; it has a shorter time frame (less
than one year) and more specific objectives than strategic planning
Tactical planning
the process of creating specific standards, methods, policies, and procedures that are
used in specific functional areas of an organization; helps guide and control the implementation of tactical
plans
Operational planning
the process of identifying alternative courses of action for very unusual or crisis situations; typically stipulates the chain of command, standard operating procedures, and communication channels an organization will use during an emergency
Contingency planning
the highest level of managers who develop strategic plans
▪ Includes CEOs, presidents, and vice presidents
Top management
the managers who design and carry out tactical plans in specific areas of a
company
▪ Includes regional managers, division heads, and directors
Middle management
is the managers who design and carry out operational plans for the ongoing daily
activities of a firm
▪ Includes supervisors and team leaders
Supervisory management
the process of dividing work into separate jobs and assigning tasks to workers
Division of labor
▪ Example: We may bring in someone to help raise and manage money and someone else to manage
getting our product to market
the process of grouping jobs together so that similar or associated tasks and activities can be coordinated
Departmentalization
Example: The marketing department may have researchers, salespeople, customer support, and product
managers; each has their own task, but together, they serve the marketing department
the assignment of some degree of authority and responsibility to persons lower in the chain of command
Delegation
Example: CEOs will offload tasks to people below them, like handling financing or marketing; within
marketing, CMOs will have product managers and research directors under them; research directors may
have junior-level researchers under them
Organizational structure that is based on the primary functions performed within an organizational unit
Functional
Example: marketing, finance, human resources, production, shipping
Organizational structure that is based on the goods or services produced or sold by an organizational unit
Product
Example: dog toys, treats and food, accessories, dog clothing
Organizational structure that is based on the production process used by an organizational unit
Process
Example: food prep, sewing, 3D printing, design
Organizational structure that is based on the primary type of customer served by an organizational unit
Customer
Example: retail, e-tail, wholesale, boutique
Organizational structure that is based on the geographic segmentation of organizational units
Geographic
Example: Asia, North America, Europe
an organizational structure that combines functional and product departmentalization by bringing together people from different functional areas of an organization to work on a special project
Matrix structure
an organizational structure in which authority and responsibility are held by a group rather than an individual
committee structure
power that is derived from an individual’s personal charisma, and the respect and/or admiration the individual inspires
Referent power
power is derived from an individual’s extensive knowledge in one or more areas
Expert
Power that is derived from one’s position in an established
organization
Legitimate or positional power
power that is derived from an individual’s control over rewards
Reward power
power that is derived from an individual’s ability to threaten negative outcomes
coercive
leadership that is characterized by directive leaders who prefer to make decisions and solve problems
on their own with little input from subordinates
Autocratic
ex: elon musk
leadership that is characterized by leaders who share decision-making with group members and encourage discussion of issues and alternatives
participative
Example: universities
a form of participative leadership in which leaders solicit input from all members of the group and then allow group members to make the final decision through a voting process
Democratic
a form of participative leadership in which leaders encourage discussion about issues
and then require that all parties involved agree to the final decision
consensual
a form of participative leadership in which leaders confer with subordinates before making a decision but retain the final decision-making authority
consultative
characterized by a leader who turns over all authority and control to subordinates
lassiez faire or free rein
Examples: hair salon, architectural firm, entertainment agency
the set of attitudes, values, and standards of behavior that distinguishes one organization from
another
corporate culture
the number of employees the manager directly supervises
span of control- can be narrow or wide
Narrow: Pros: higher degree of control, more personalized, more immediate feedback
▪ Cons: more expensive, less flexible, less employee empowerment
Wide: Pros: cheaper, more flexible, more employee empowerment (and more satisfaction)
▪ Cons: potential lack of coordination, managers spread too thin, lack of personalization
the degree to which formal authority is concentrated in one area or level of an organization; top management makes most of the decisions
Centralization
ex:us military, apple
when the decision-making process is relatively localized
decentralization
ex: eventbrite
a process that includes evaluations from managers, peers/colleagues, oneself, one’s
subordinates, and even the customers/clients external to an organization
360 degree evaluation
A management strategy that involves employees and managers defining clear
objectives together
Management by objectives
A method of evaluating employee performance in specific areas
BARS Behaviorally Anchored Rating Scales
