BusinessInActionChapter7

The process of planning, organizing, leading, and controlling to meet organizational goals.

Behavioral patterns and activities involved in carrying out the functions of management; includes interpersonal, informational, and decisional roles.

Establishing objectives and goals for an organization and determining the best ways to accomplish them.

Plans that establish the actions and the resource allocation required to accomplish strategic goals; they're usually defined for periods of two to five years and developed by top managers.

A brief statement of why an organization exists; in other words, what the organization aims to accomplish for customers, investors, and other stakeholders.

A brief and inspirational expression of what a company aspires to be.

A brief articulation of the principles that guide a company's decisions and behaviors.

A broad, long-range target or aim.

A specific, short-range target or aim.

The process of arranging resources to carry out the organization's plans.

An organizational structure divided into top, middle, and first-line management.

Those at the highest level of the organization's management hierarchy; they are responsible for setting strategic goals, and they have the most power and responsibility in the organization.

Those in the middle of the management hierarchy; they develop plans to implement the goalss of top managers and coordinate the work of first-line managers.

Those at the lowest level of management hierarchy; they supervise the operating employees and implement the plans set at the higher management levels.

The process of guiding and motivating people to work toward organizational goals.

Leaders who do not involve others in decision making.

Leaders who delegate authority and involve employees in decision making.

A philosophy of allowing employees to take part in planning and decision making.

Leaders who leave most decisions up to employees, particularly those concerning day-to-day matters.

Granting decision-making and problem-solving authorities to employees so they can act without getting approval from management.

Helping employees reach their highest potential by meeting with them, discussing problems that hinder their ability to work effectively, and offering suggestions and encouragement to over these problems.

A process in which experienced managers guide less-experienced colleagues in nuances of office politics, serving as a role model for appropriate business behavior, and helping to negotiate the corporate structure.

A set of shared values and norms that support the management system and that guide management and employee behavior.

The process of measuring progress against goals and objectives and correcting deviations if results are not as expected.

Criteria against which performance is measured.

Collecting and comparing process and performance data from other companies.

A measure of how closely a product conforms to predetermined standards and customer expectations.

A method of monitoring performance from four perspectives: finances, operations, customer relationships, and the growth and development of employees and intellectual property.

Procedures and systems for minimizing the harm that might result from some unusually threatening situations.

Skills required to understand other people and to interact effectively with them.

The ability and knowledge to perform the mechanics of a particular job.

Technical skills in information gathering, data analysis, planning, organizing, and other aspects of managerial work.

The ability to understand the relationship of parts to the whole.

The ability to identify a decision situation, analyze the problem, weigh the alternatives, choose an alternative, implement it, and evaluate the results.