Chapter 7. Management and Leadership Flashcards
management
the process used to accomplish organizational goals through:
- planning
- organizing
- leading
- controlling
vision
more than a goal; an encompassing explanation of why the organization exists and where it’s trying to go
goals
the broad, longterm accomplishments and organization wishes to attain
objectives
specific, short-term statements detailing how to achieve the organization’s goals
mission statement
an outline of the fundamental purposes of an organization, including:
- organization’s self-concept
- its philosophy
- long term survival needs
- customer needs
- social responsibility
- the nature of its product of service
SWOT analysis
a planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats
strategic planning
determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals
tactical planning
developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done
operational planning
setting work standards and schedules necessary to implement the company’s tactical objectives
contingency planning
preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives
decision making
choosing among two ore more alternatives
problem solving
the process of solving the everyday problems that occur; less formal that decision making and usually calls for quicker action
brainstorming
coming up with as many solutions as possible in a short period of time with no censoring of ideas
PMI
listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column
top management
highest level, consisting of the president and other key company executives who develop strategic plans (ie. CEO, COO, CFO, CIO)
middle management
includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling
supervisory management
those directly responsible for supervising workers and evaluating their daily performance
technical skills
the ability to perform tasks in a specific discipline or department
human relations skills
communication and motivation; they enable managers to work through and with people
conceptual skills
the ability to picture the organization as a whole and the relationship among its various parts
staffing
hiring, motivating, and retaining the best people available to accomplish the company’s objectives
transparency
the presentation of the company’s facts and figures in a way that is clear and apparent to all stakeholders
autocratic leadership
make managerial decisions without consulting others
participative or democratic leadership
managers and employees work together to make decisions
free-rein leadership
managers set objectives and employees are relatively free to do whatever it takes to accomplish those objectives
empowerment
progressive leaders give employees the authority to make decisions on their own without consulting a manager
enabling
giving workers the education and tools they need to make decisions
knowledge management
finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm
external customers
dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own use
internal customers
individuals and units within the firm that receive services from other individuals or units
