Chapter 6 Management and Leadership in Today's Organization Flashcards
Key terms used in Chapter 6 of Openstax Introduction to business
Questions
Answers
The process of guiding the development, maintenance, and allocation of resources to attain organizational goals is called _______________.
management
___________ is using the least amount of resources to accomplish the organization’s goals.
efficiency
______________ is the ability to produce the desired result or good.
effectiveness
______________ is the process of deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and determining who should do it.
planning
The process of creating long-range (one to five years), broad goals for the organization and determining what resources will be needed to accomplish those goals is called ___________.
strategic planning
An organization’s purpose and reason for existing, its long-term goals, is the organization’s _________.
mission
The _____________ is a formal document that states an organization’s purpose and reason for existing and describes its basic philosophy.
mission statement
The process of beginning to implement a strategic plan by addressing issues of coordination and allocating resources to different parts of the organization is _____________. 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 the organization are called ____________. They help guide and control the implementation of tactical plans.
operational planning
Plans that identify alternative courses of action for very unusual or crisis situations are called ____________. They typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during an emergency.
contingency plans
___________ is the process of coordinating and allocating a firm’s resources in order to carry out its plans.
organizing
The highest level of managers, including CEOs, presidents, and vice presidents, who develop strategic plans, are __________ management.
top management
Managers who design and carry out tactical plans in specific areas of the company are in __________.
middle management
The managers who design and carry out operation plans for the ongoing daily activities of the firm are ___________________ management.
supervisory (first-line) management
___________ is the process of guiding and motivating others toward the achievement of organizational goals.
leadership
____________ is the ability to influence others to behave in a particular way.
power
What type of power is derived from an individual’s position in an organization?
legitimate power
What type of power is derived from an individual’s control over rewards?
reward power
The power derived from an individual’s ability to threaten negative outcomes is called _______.
coercive power
What kind of power is derived from an individual’s extensive knowledge in one or more areas?
expert power
What type of power is derived from an individual’s personal charisma and the respect and/or admiration the individual inspires?
referent power
The relatively consistent way that individuals in leadership positions attempt to influence the behavior of others is their _________________.
leadership style
Directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates are ___________ leaders.
autocratic leaders
Leaders who share decision-making with group members and encourage discussion of issues and alternatives (includes democratic, consensual, and consultative styles) are ___________ leaders.
participative leaders
Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote are ___________ leaders.
democratic leaders
Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision are ___________ leaders.
consensual leaders
Leaders who confer with subordinates before making a decision but who retain the final decision-making authority are _________ leaders.
consultative leaders
A leadership style in which the leader turns over all authority and control to subordinates is called _____________________.
free-rein (laissez-faire) leadership
Selecting a leadership style based on the maturity and competency level of those who will complete the task is called ______________ leadership.
situational leadership
The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions is called __________.
empowerment
The ______________ is a set of attitudes, values, and standards that distinguishes one organization from another.
corporate culture
The process of assessing the organization’s progress toward accomplishing its goals, including monitoring the implementation of a plan and correcting deviations from the plan, is called ______________.
controlling
A manager’s activities as an information gatherer, an information disseminator, or a spokesperson for the company are what type of managerial roles?
informational roles
A manager’s activities as a figurehead, company leader, or liaison are what type of managerial roles?
interpersonal roles
A manager’s activities as an entrepreneur, resource allocator, conflict resolver, or negotiator are what type of managerial roles?
decisional roles
__________________ are decisions made in response to frequently occurring routine situations.
programmed decisions
_____________ are responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision-making.
nonprogrammed decisions
A manager’s specialized areas of knowledge and expertise, as well as the ability to apply that knowledge are called ________________ skills.
technical skills
A manager’s interpersonal skills that are used to accomplish goals through the use of human resources is the manager’s ______________.
human relations skills
A manager with the ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment has ________________.
conceptual skills
A manager’s ability to operate in diverse cultural environments is the manager’s _______________.
global management skills
