Business Exam 3 CH 7

THE PROCESS USED TO ACCOMPLISH ORGANIZATIONAL GOALS THROUGH PLANNING,ORGANIZING,LEADING AND CONTROLLING PEOPLE AND OTHER ORGANIZATIONAL RECOURCES

A MANAGEMENT FUNCTION THAT UNCLUCEDS ANTICIPATING TRENDS AND DETERMINING THE BEST STRATGIES AND TACTICS TO ACHIEVE ORGANIZATIONAL GOALS AND OBJECTIVE

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

CREATING A VISION FOR THE ORGANIZATION AND GUIDIN, TRAINING COACHING AND MOTIVATING OTHERS TO WORK EFFECTIVELY TO ACHIEVE THE ORGANIZATION GOALS AND OBJECTIVES

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

AN EXCOMPASSING EXPLANATION OF WHY THE ORGANIZATION EXISTS AND WHERE IT'S TRYING TO HEAD

AN OUTLINE OF THE FUNDAMENTAL PURPOSES OF AN ORGANIZATION

THE BROAD, LONG-TERM ACCOMPLISHMENTS AN ORGANIZATION WISHES TO ATTAIN

SPECIFIC SHORT-TERM STATEMENT DETAILING HOW TO ACHIEVE THE ORGANIZATION'S GOALS

A PLANNING TOOL USED TO ANALYZA AN ORGANIZATION'S STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

THE PROCESS OF DETERMINING THE MAJOR GOALS OF THE ORGANIZATION AND THE POLICIES AND STRATEGIES FOR OBTAINING AND USING RESOURCES TO ACHIEVE THOSE GOALS

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.

THE PROCESS OF SETTING WORK STANGARDS AND SCHEDULES NECESSARY TO IMPLEMENT THE COMPANT'S TACTICAL OBJECTIVES

THE PROCESS OF PREPARING ALTERNATIVE COURSES OF ACTION THAT MAY BE USED IF THE PRIMARY PLANS DONT ACHIEVE THE ORGANIZATION OBJECTIVES

CHOOSING AMONG TWO OR MORE ALTERNATIVES

THE PROCESS 0F SOLVING THE EVERYDAY PROBLEMS THAT OCCUR

COMING UP WITH AS MANY SOLUTIONS TO A PROBLEM AS POSSIBLE IN A SHORT PERIOD OF TIME WITH NO CENSORING OF IDEAS

LISTING ALL THE PLUSES FOR A SOLUTION IN ONE COLUMN ALL THE MINUSES IN ANOTHER AND IMPLICATION IN THE 3RD

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

HIGHEST LEVEL OF MANAGEMENT,

LEVEL OF MANAGEMENT THAT INCLUSED GENERAL MANAGERS, DEIVISON MANAGERS AND BRANCH AND PLANT MANAGERS RESPONSIBLE FOR TACTIVAL PLANNING AND CONTROLLING

MANAGERS WHO ARE DIRECTLY RESPONSIBLE FOR SUPERVISING WORKERS AND EVALUATING THEIR DAILY PERFORMANCE

SKILLS THAT INVOLVES THE ABILITY TO PERFORM TASKS IN A SPECIFIC DISCIPLINE OR DEPARTMENT

SKILLS THAT INVOLVES COMMUNICATION AND MOTIVATION; THEY ENABLE MANAGERS TO WORK THROUGH AND WITH PEOPLE

SKILLS THAT INVOLVES THE ABILITY TO PICTURE THE ORGANIZATION AS A WHOLE AND THE RELATIONSHIP AMONG ITS VARIOUS PARTS

A MANAGEMENT FUNCTION THAT INCLUDES HIRING MOTIVATING AND RETAINING THE BEST PEOPLE AVAILABLE TO ACCOMPLISH ORGANIZATION OBJECTIVES

BUILDING SYSTEMS AND A CLIMATE THAT UNITE DIFFERENT PEOPLE IN A COMMON PURSUIT WITHOUT UNDERMINING THEIR INDIVIDIUAL STRENGTHS

LEADERSHIP STYLE THAT INVOLVES MAKING MANAGERIAL DECISIONS WITHOUT CONSULTING OTHERS

LEADERSHIP SYTLE THAT CONSISTS OF MANAGERS AND EMPLOYEES TO WORK TOGETHER AND MAKE DECISIONS

LEADERSHIP STYLE THAT INVOLVES MANAGERS SETTING OBJECTIVES AND EMPLOYEES BEING RELATIVELY FREE TO DO WHATEVER IT TAKES TO ACCOMPLISH THOSE OBJECTIVES

GIVING WORKERS THE EDUCATION AND TOOLS THEY NEED TO MAKE DECISIONS

FINDING THE RIGHT INFORMATION, KEEPING THE INFORMATION IN A READILY ACCESSIBLE PLACE, AND MAKING THE INFO KNOWN TO EVERYONE IN THE FIRM

DEALERS. WHO BUY PRODUCTS TO SELL TO OTHERS, AND ULTIMATE CUSTOMERS, WHO BUY PRODUCTS FOR THEIR OWN PERSONAL USE

INDIVIDUALS AND UNITS WITHIN THE FIRM THAT RECEIVE SERVICES FROM OTHER INDIVIDUALDS OR UNITS