Business: Chapter 6

  1. Management
    the process of coordinating people and other resources to achieve the goals of an organization
  2. Planning
    establishing organizational goals and deciding how to accomplishing them
  3. Mission
    a statement of the basic purpose that makes an organization different from others
  4. Strategic Planning
    the process of establishing an organization's major goals and objectives and allocating the resources to achieve them
  5. Goal
    an end result that an organization is expected to achieve over one to ten year period
  6. Objective
    a specific statement detailing what an organization intends to accomplish over a shorter period of time
  7. Plan
    an outline of the actions by which an organization intends to accomplish its goals and objectives
  8. Strategic Plan
    an organization's broadest plan, developed as a guide for major policy setting and decision making
  9. Tactical Plan
    a smaller-scale plan developed to implement a strategy
  10. Operational Plan
    a type of plan designed to implement tactical plans
  11. Contingency Plan
    a plan that outlines alternative courses of action that may be taken if an organization's other plans are disrupted or become ineffective
  12. Organizing
    the grouping of resources and activities to accomplish some end result in an efficient and effective manner
  13. Leading
    the process of influencing people to work toward a common goal
  14. Motivating
    the process of providing reasons for people to work in the best interests of an organization
  15. Directing
    the combined processes of leading and motivating
  16. Controlling
    the process of evaluating and regulating ongoing activities to ensure that goals are achieved
  17. Top Manager
    an upper-level executive who guides and controls the overall fortunes of an organization
  18. Middle Manager
    a manager who implements the strategy and major policies developed by top management
  19. First-Line Manager
    a manager who coordinates and supervises the activities of operating employees
  20. Financial Manager
    a manager who is primarily responsible for an organization's financial resources
  21. Operations Manager
    a manager who manages the systems that convert resources into goods and services
  22. Marketing Manager
    a manager who is responsible for facilitating the exchange of products between an organization and its customers or clients
  23. Human Resources Manager
    a person charged with managing an organization's human resources programs
  24. Administrative Manager
    a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership
  25. Technical Skill
    a specific skill needed to accomplish a specialized activity
  26. Conceptual Skill
    the ability to think in abstract terms
  27. Interpersonal Skill
    the ability to deal effectively with other people
  28. Decisional Role
    a role that involved various aspects of management decision making
  29. Interpersonal Role
    a role in which the manager deals with people
  30. Informational Role
    a role in which the manager either gathers or provides information
  31. Leadership
    the ability to influence others
  32. Authoritarian Leader
    one who holds all authority and responsibility, with communication usually moving from top to bottom
  33. Laissez-Faire Leader
    one who gives authority to employees and allows subordinates to work as they choose with a minimum of interference; communication flows horizontally among group members
  34. Democratic Leader
    one who holds final responsibility but also delegates authority to others, who help to determine work assignments; communication is active upward and downward
  35. Decision Making
    the act of choosing one alternative from a set of alternatives
  36. Problem
    the disrepancy between an actual condition and a desired condition
  37. Total Quality Management (TQM)
    the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement
Card Set
Business: Chapter 6
Business: Chapter 6