Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Busin Chapter 7
Test Number 3
| Question | Answer |
|---|---|
| autocratic leadership | Leadership style that involves making managerial decisions without consulting others. |
| brainstorming | Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas. |
| conceptual skills | Skills that involve the ability to picture the organization as a whole and the relationship among its various parts. |
| contingency planning | The process of preparing alternative courses of action that may be used if the primary plans don't achieve the organization's objectives. |
| Controlling | A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not. |
| decision making | Choosing among two or more alternatives. |
| Enabling | Giving workers the education and tools they need to make decisions. |
| External customers | Dealers, who buy products to sell to others, and ultimate customers, who buy products for their own personal use. |
| free-rein leadership | Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives. |
| goals | The broad, long-term accomplishments an organization wishes to attain. |
| human relation skills | Skills that involve communication and motivation; they enable managers to work through and with people. |
| internal customers | Individuals and units within the firm that receive services from other individuals or units. |
| knowledge management | Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm. |
| leading | Creating a vision for the organization and guiding, training, coaching, and motivation others to work effectively to achieve the organization's goals and objectives. |
| management | The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources. |
| middle management | The level of management that includes general managers, dicision managers, and branch and plant managers who are responsible for tactical planning and controlling. |
| mission statement | An outline of the fundamental purposes of an organization. |
| objectives | Specific, short-term statements detailing how to achieve the organization's goals. |
| operational planning | The process of setting work standards and schedules necessary to implement the company's tactical objectives. |
| organization chart | A visual device that shows relationships among people and divides the organization's work; it shows who is accountable for the completion of specific work and who reports to whom. |
| organizing | A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization's goals and objectives. |
| participative leadership | Leadership style that consists of managers and employees working together to make decisions. |
| planning | A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives. |
| PMI | Listing all the pulses for a solution in one column, all the minuses in another, and the implications in a third column. |
| problem solving | The process of solving the everyday problems that occur. Problem solving is less formal than decision making and usually calls for quicker action. |
| staffing | A management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives. |
| 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. |
| supervisory management | Managers who are directly responsible for supervising workers and evaluating their daily performance. |
| SWOT analysis | A planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats. |
| 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. |
| technical skills | Skills that involve the ability to perform tasks ina specific discipline or deparment. |
| top management | Highest level of management, consisting of the president and other key company executives who devvelop strategic plans. |
| transparency | The presentation of acompany's facts and figures in a way that is clear and apparent to all stakeholders. |
| vision | An encompassing explanation of why the organization exists and where it's trying to head. |
Created by:
katiewagner