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MANAGEMENT
THE PROCESS USED TO ACCOMPLISH ORGANIZATIONAL GOALS THROUGH PLANNING,ORGANIZING,LEADING AND CONTROLLING PEOPLE AND OTHER ORGANIZATIONAL RECOURCES
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PLANNING
A MANAGEMENT FUNCTION THAT UNCLUCEDS ANTICIPATING TRENDS AND DETERMINING THE BEST STRATGIES AND TACTICS TO ACHIEVE ORGANIZATIONAL GOALS AND OBJECTIVE
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ORAGANIZATION
A MANAGEMENT FUNCTION THAT INCLUDES DESINGING THE STRUCTURES OF THE ORGANIZATION AND CREATING CONDITIONS AND SYSTEM IN WHICH EVERYONE AND EVERYTHING TOGETHER TO ACHIEVE THE ORGANIZATION GOALS AND OBJECTIVE
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LEADING
CREATING A VISION FOR THE ORGANIZATION AND GUIDIN, TRAINING COACHING AND MOTIVATING OTHERS TO WORK EFFECTIVELY TO ACHIEVE THE ORGANIZATION GOALS AND OBJECTIVES
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CONTROLLING
A MANAGEMENT FUNCTION THAT INVOLVES ESTABLISHING CLEAR STANDARDS TO DETERMINE WHETHER OR NOT AN ORGANIZATION IS PROGESSING TOWARD ITS GOALS AND OBJECTIVES, REWARDING PEOPLE FOR DOING A GOOD JOB AND TAKING CORRECTIVE ACTION IF THEY ARE NOT
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VISION
AN EXCOMPASSING EXPLANATION OF WHY THE ORGANIZATION EXISTS AND WHERE IT'S TRYING TO HEAD
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MISSION STATEMENT
AN OUTLINE OF THE FUNDAMENTAL PURPOSES OF AN ORGANIZATION
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GOALS
THE BROAD, LONG-TERM ACCOMPLISHMENTS AN ORGANIZATION WISHES TO ATTAIN
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OBJECTIVE
SPECIFIC SHORT-TERM STATEMENT DETAILING HOW TO ACHIEVE THE ORGANIZATION'S GOALS
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SWOT ANALYSIS
A PLANNING TOOL USED TO ANALYZA AN ORGANIZATION'S STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
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STRATEGIC PLANNING
THE PROCESS OF DETERMINING THE MAJOR GOALS OF THE ORGANIZATION AND THE POLICIES AND STRATEGIES FOR OBTAINING AND USING RESOURCES TO ACHIEVE THOSE GOALS
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TACTICAL PLANNING
THE PROCESS OF DEVELOPING DETAILED, SHORT-TERM STATEMENTS ABOUT WHAT IS TO BE DONE, WHO IS TO DO IT, AND HOW IT IS TO BE DONE.
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OPERATION PLANNING
THE PROCESS OF SETTING WORK STANGARDS AND SCHEDULES NECESSARY TO IMPLEMENT THE COMPANT'S TACTICAL OBJECTIVES
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CONTINGENCY PLANNING
THE PROCESS OF PREPARING ALTERNATIVE COURSES OF ACTION THAT MAY BE USED IF THE PRIMARY PLANS DONT ACHIEVE THE ORGANIZATION OBJECTIVES
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DECISION MAKING
CHOOSING AMONG TWO OR MORE ALTERNATIVES
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PROBLEM SOLVING
THE PROCESS 0F SOLVING THE EVERYDAY PROBLEMS THAT OCCUR
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BRAINSTORMING
COMING UP WITH AS MANY SOLUTIONS TO A PROBLEM AS POSSIBLE IN A SHORT PERIOD OF TIME WITH NO CENSORING OF IDEAS
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PMI
LISTING ALL THE PLUSES FOR A SOLUTION IN ONE COLUMN ALL THE MINUSES IN ANOTHER AND IMPLICATION IN THE 3RD
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ORGANIZATION CHART
A VISUAL DEVICE THAT SHOES RELATIONSHIPS AMONG PEOPLE AND DVIDES THE ORGANIZATION'S WORK; ITS SHOW WHO IS ACCOUNTABLE FOR THE COMPLETION OF SPECIFIC WORK AND WHO REPORT TO WHOM
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TOP MANAGEMENT
HIGHEST LEVEL OF MANAGEMENT,
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MIDDLE MANAGEMENT
LEVEL OF MANAGEMENT THAT INCLUSED GENERAL MANAGERS, DEIVISON MANAGERS AND BRANCH AND PLANT MANAGERS RESPONSIBLE FOR TACTIVAL PLANNING AND CONTROLLING
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SUPERVISORY MANAGEMENT
MANAGERS WHO ARE DIRECTLY RESPONSIBLE FOR SUPERVISING WORKERS AND EVALUATING THEIR DAILY PERFORMANCE
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TECHINCAL SKILLS
SKILLS THAT INVOLVES THE ABILITY TO PERFORM TASKS IN A SPECIFIC DISCIPLINE OR DEPARTMENT
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HUMAN RELATIONS SKILLS
SKILLS THAT INVOLVES COMMUNICATION AND MOTIVATION; THEY ENABLE MANAGERS TO WORK THROUGH AND WITH PEOPLE
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CONCEPTUAL SKILLZ
SKILLS THAT INVOLVES THE ABILITY TO PICTURE THE ORGANIZATION AS A WHOLE AND THE RELATIONSHIP AMONG ITS VARIOUS PARTS
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STAFFING
A MANAGEMENT FUNCTION THAT INCLUDES HIRING MOTIVATING AND RETAINING THE BEST PEOPLE AVAILABLE TO ACCOMPLISH ORGANIZATION OBJECTIVES
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MANAGING DIVERSITY
BUILDING SYSTEMS AND A CLIMATE THAT UNITE DIFFERENT PEOPLE IN A COMMON PURSUIT WITHOUT UNDERMINING THEIR INDIVIDIUAL STRENGTHS
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AUTOCRATIC LEADERSHIP
LEADERSHIP STYLE THAT INVOLVES MAKING MANAGERIAL DECISIONS WITHOUT CONSULTING OTHERS
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PARTICIPATIVE (DEMOCRATIC) LEADERSHIP
LEADERSHIP SYTLE THAT CONSISTS OF MANAGERS AND EMPLOYEES TO WORK TOGETHER AND MAKE DECISIONS
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FREE-REIN LEADERSHIP
LEADERSHIP STYLE THAT INVOLVES MANAGERS SETTING OBJECTIVES AND EMPLOYEES BEING RELATIVELY FREE TO DO WHATEVER IT TAKES TO ACCOMPLISH THOSE OBJECTIVES
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ENABLING
GIVING WORKERS THE EDUCATION AND TOOLS THEY NEED TO MAKE DECISIONS
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KNOWLEGE MANAGEMENT
FINDING THE RIGHT INFORMATION, KEEPING THE INFORMATION IN A READILY ACCESSIBLE PLACE, AND MAKING THE INFO KNOWN TO EVERYONE IN THE FIRM
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EXTERNAL CUSTOMER
DEALERS. WHO BUY PRODUCTS TO SELL TO OTHERS, AND ULTIMATE CUSTOMERS, WHO BUY PRODUCTS FOR THEIR OWN PERSONAL USE
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INTERNAL CUSTOMER
INDIVIDUALS AND UNITS WITHIN THE FIRM THAT RECEIVE SERVICES FROM OTHER INDIVIDUALDS OR UNITS
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