Chapter 9 Flashcards
Management
The process of guiding the development, maintenance, and allocation of resources to attain organizational goals
Efficiency
Using the least amount of resources to accomplish the organization’s goals (doing things right)
Effectiveness
The ability to produce the desired results or goods (doing the right thing)
Leadership
The relationship between a leader and the followers who want real changes, resulting in outcomes that reflect their shared purposes (leading people)
Planning
The process of deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and determining by whom it should be done
Strategic 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
Mission
An organization’s purpose and reason for existing; its long-term goals
Mission statement
A clear, concise articulation of how the company intends to achieve its vision - how it is different from its competition and the keys to its success
Tactical planning
The process of beginning to implement a strategic plan by addressing issues of coordination and allocation of resources to different parts of the organization; has a shorter time frame (less than one year) and more specific objectives than strategic planning
Operational planning
The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans
Contingency plans
Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during an emergency
Organizing
The process of coordination and allocating a company’s resources to carry out its plans
Top management
The highest level of managers, including CEOs, presidents, and vice-presidents; they develop strategic plans and address long-range issues
Middle management
Managers who design and carry out tactical plans in specific areas of the company
Supervisory management (operational management)
Managers who design and carry out operational plans for the ongoing daily activities of the company
Leading
The process of guiding and motivating others toward the achievement of organizational goals
Power
The ability to influence others to behave in a particular way
Legitimate power
Power that is derived from an individual’s position in an organization
Reward power
Power that is derived from an individual’s control over rewards
Coercive power
Power that is derived from an individual’s ability to threaten negative outcomes
Expert power
Power that is derived from an individual’s extensive knowledge in one or more areas
Referent power
Power that is derived from an individual’s personal charisma and the respect and/or admiration the individual inspires
Leadership styles
The relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others
Autocratic leaders
Directive leaders who prefer to make decisions and solve problems on their own with little input from their subordinates
Participative leaders
Leaders that share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles
Democratic leaders
Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote
Consensual leaders
Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision
Consultative leaders
Leaders who confer with subordinates before making a decision, but retain the final decision-making authority
Free-rein (laissez-faire) leadership
A leadership style in which the leader turns over all authority and control to subordinates
Empowerment
The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions
Corporate culture
The set of attitudes, values, and standards of behaviour that distinguishes one organization from another
Controlling
The process of assessing the organization’s process toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from it
Informational roles
A manager’s activities as an information gatherer, information disseminator, or spokesperson for the company
Interpersonal roles
A manager’s activities as a figurehead, company leader, or liasion
Decisional roles
A manager’s activities as an entrepreneur, resource allocator, conflict resolver, or negotiator
Programmed decisions
Decisions make in response to frequently occurring routine situations
Non-programmed decisions
Responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision making
Technical skills
A manager’s specialized areas of knowledge and expertise, as well as the ability to apply that knowledge
Human relations skills
A manager’s interpersonal skills that are used to accomplish goals through the use of human resources
Conceptual skills
A manager’s 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
Global management skills
A manager’s ability to operate in diverse cultural environments
