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chapter6-UVI BUS 112
Intro to Business by Koopar- Chapter 6
| Term | Definition |
|---|---|
| management | the process of coordinating people and other resources to achieve the goals of an organization |
| planning | establishing organizational goals and deciding how to accomplish them |
| mission | a statement of basic purpose that makes an organization different from others |
| strategic planning process | the establishment of an organization's major goals and objectives and the allocation of resources to achieve them |
| goal | an end result that an organization is expected to achieve over a one- to ten- year period |
| objective | a specific statement detailing what an organization intends to accomplish over a shorter period of time |
| SWOT analysis | the identification and evaluation of a firm's strengths, weaknesses, opportunities, and threats |
| core competencies | approaches and processes that a company performs well that may give it an advantage over it's competitors |
| plan | an outline of the actions by which an organization intends to accomplish its goals and objectives |
| strategic plan | an organization's broadest plan, developed as a guide for major policy setting and decision making |
| tactical plan | a smaller scale plan developed to implement a strategy |
| operational plan | a type of plan designed to implement tactical plans |
| contingency plan | a plan that outlines alternative courses of action may be taken if an an of action that may be taken if an organization's other plans are disrupted or become ineffective |
| organizing | the grouping of resources and activities to accomplish some end result in an efficient and effective manner |
| leading | the process of influencing people to work toward a common goal |
| motivating | the process of providing reasons for people to work in the best interests of an organization |
| directing | the combined processes of leading and motivating |
| controlling | the process of evaluating and regulating ongoing activities to ensure that goals are achieved |
| top manager | an upper-level executive who guides and controls the overall fortunes of an organization |
| middle manager | a manager who implements the strategy and major policies developed by top management |
| first-line manager | a manager who coordinates and supervises the activities of operating employees |
| financial manager | a manager who is primarily responsible for an organization's financial resources |
| operations manager | a manager who manages the systems that convert resources into goods and services |
| marketing manager | a manager who is responsible for facilitating the exchange of products between an organization and its customers or clients |
| human resources manager | a person charged with managing an organization's human resources programs |
| administrative manager | a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership |
| conceptual skills | the ability to think in abstract terms |
| analytical skills | the ability to identify problems correctly, generate reasonable alternatives, and select the "best" alternatives to solve problems |
| interpersonal skills | the ability to deal effectively with other people |
| technical skills | specific skills needed to accomplish a specialized activity |
| communication skills | the ability to speak, listen, and write effectively |
| leadership | the ability to influence others |
| autocratic leadership | task-oriented leadership style in which workers are told what to do and how to accomplish it; workers have no say in the decision-making process |
| participative leadership | leadership style in which all members of a team are involved in identifying essential goals and developing strategies to reach these goals |
| entrepreneurial leadership | personality-based leadership style in which the manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders |
| decision making | the act of choosing one alternative from a set of alternatives |
| problem | the discrepancy between an actual condition and a desired condition |
| 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 |
| benchmarking | a process used to evaluate the products, processes, or management practices of another organization that is superior in some way in order to improve quality |
Created by:
mahepath
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