The pursuit of organizational goals efficiently and effectively.

Using resources wisely and minimizing waste.

Achieving organizational goals successfully.

Setting goals and deciding how to achieve them.

Arranging tasks, workflows, people, and resources.

Motivating, directing, and influencing employees.

Monitoring performance and making corrections as needed.

Four Functions of Management

Planning, organizing, leading, and controlling.

A group of people working together to achieve goals.

A person who coordinates resources to achieve organizational goals.

Managers responsible for the overall direction of an organization.

Managers implementing strategy and coordinating departments.

Managers supervising nonmanagerial employees.

Ability to perform specialized tasks.

Ability to work well with people.

Ability to think strategically and see the organization as a whole.

Competitive Advantage

A condition that allows a company to outperform rivals.

Evidence-Based Management

Using the best available data and research to make decisions.

The process of creating and implementing new ideas

Someone who takes risks to start a business.

Any person or group affected by an organization’s actions.

The range of human differences in organizations.

The interconnectedness of people and businesses worldwide.

Organizational Culture

Shared beliefs and values influencing employee behavior.

All external forces affecting an organization.

External groups directly affecting an organization.

Broad external dimensions influencing organizations.

Organizations competing for the same customers.

People or groups who buy products or services.

Organizations providing resources to a company.

Groups attempting to influence organizations.

Digital communication platforms used for interaction and promotion.

Forces affecting the economy and organizations.

Innovations affecting organizational operations.

Demographic and cultural trends influencing organizations.

Political-Legal Forces

Government laws and regulations affecting business.

International trends affecting organizations.

Moral principles that guide behavior and decision making.

Situation requiring choices between conflicting values.

Formal statement of ethical guidelines.

Employee exposing unethical behavior.

Meeting present needs without harming future generations.

Corporate Social Responsibility (CSR)

Business approach contributing to societal goals beyond profit.

Compliance-Based Ethics Code

Ethics program emphasizing rules and punishment.

Integrity-Based Ethics Code

Ethics program emphasizing values and responsibility.

System controlling and directing organizations.

Evaluation of social responsibility performance.

Measuring performance based on people, planet, and profit.

Long-term planning focused on organizational direction.

Short-term planning for implementing strategy.

Day-to-day planning for routine activities.

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Management Final

Term	Definition
Management	The pursuit of organizational goals efficiently and effectively.
Efficiency	Using resources wisely and minimizing waste.
Effectiveness	Achieving organizational goals successfully.
Planning	Setting goals and deciding how to achieve them.
Organizing	Arranging tasks, workflows, people, and resources.
Leading	Motivating, directing, and influencing employees.
Controlling	Monitoring performance and making corrections as needed.
Four Functions of Management	Planning, organizing, leading, and controlling.
Organization	A group of people working together to achieve goals.
Manager	A person who coordinates resources to achieve organizational goals.
Top Managers	Managers responsible for the overall direction of an organization.
Middle Managers	Managers implementing strategy and coordinating departments.
First-Line Managers	Managers supervising nonmanagerial employees.
Technical Skills	Ability to perform specialized tasks.
Human Skills	Ability to work well with people.
Conceptual Skills	Ability to think strategically and see the organization as a whole.
Competitive Advantage	A condition that allows a company to outperform rivals.
Evidence-Based Management	Using the best available data and research to make decisions.
Innovation	The process of creating and implementing new ideas
Entrepreneur	Someone who takes risks to start a business.
Stakeholder	Any person or group affected by an organization’s actions.
Diversity	The range of human differences in organizations.
Globalization	The interconnectedness of people and businesses worldwide.
Organizational Culture	Shared beliefs and values influencing employee behavior.
Environment	All external forces affecting an organization.
Task Environment	External groups directly affecting an organization.
General Environment	Broad external dimensions influencing organizations.
Competitors	Organizations competing for the same customers.
Customers	People or groups who buy products or services.
Suppliers	Organizations providing resources to a company.
Pressure Groups	Groups attempting to influence organizations.
Social Media	Digital communication platforms used for interaction and promotion.
Economic Forces	Forces affecting the economy and organizations.
Technological Forces	Innovations affecting organizational operations.
Sociocultural Forces	Demographic and cultural trends influencing organizations.
Political-Legal Forces	Government laws and regulations affecting business.
Global Forces	International trends affecting organizations.
Ethics	Moral principles that guide behavior and decision making.
Ethical Dilemma	Situation requiring choices between conflicting values.
Code of Ethics	Formal statement of ethical guidelines.
Whistleblower	Employee exposing unethical behavior.
Sustainability	Meeting present needs without harming future generations.
Corporate Social Responsibility (CSR)	Business approach contributing to societal goals beyond profit.
Compliance-Based Ethics Code	Ethics program emphasizing rules and punishment.
Integrity-Based Ethics Code	Ethics program emphasizing values and responsibility.
Corporate Governance	System controlling and directing organizations.
Social Audit	Evaluation of social responsibility performance.
Triple Bottom Line	Measuring performance based on people, planet, and profit.
Strategic Planning	Long-term planning focused on organizational direction.
Tactical Planning	Short-term planning for implementing strategy.
Operational Planning	Day-to-day planning for routine activities.
Mission Statement	Defines an organization’s purpose and reason for existing.
Vision Statement	Describes what an organization wants to become in the future.
Goal	Desired future result.
Single-Use Plan	Plan developed for one-time situations.
Standing Plan	Plan developed for repeated use.
Contingency Planning	Preparing alternative plans for unexpected events.
SMART Goals	Goals that are specific, measurable, achievable, results-oriented, and time-specific.
Strategy	Large-scale action plan to achieve goals.
Strategic Management	Choosing long-term goals and determining how to achieve them.
Competitive Intelligence	Gathering information about competitors.
SWOT Analysis	Evaluating strengths, weaknesses, opportunities, and threats.
Strength	Internal capability giving an organization an advantage.
Weakness	Internal limitation that may hinder performance.
Opportunity	External factor an organization can exploit for advantage.
Threat	External factor that could harm an organization.
Benchmarking	Comparing practices against top organizations.
Crisis Management	Responding to unexpected harmful events.
Operational Goals	Goals focused on daily activities.
Strategic Goals	Broad goals supporting organizational mission.
Management by Objectives (MBO)	System involving employees in setting goals and evaluating results.
Scenario Planning	Creating multiple future plans based on possible conditions.
Forecasting	Predicting future conditions and trends.
Budgets	Financial plans allocating resources.
Participative Planning	Including employees in planning processes.
Corporate Strategy	Determines what businesses the organization will compete in.
Business-Level Strategy	Defines how a company will compete in a market.
Functional Strategy	Focuses on how departments support business strategy.
Porter’s Competitive Strategies	Cost leadership, differentiation, and focus.
Cost Leadership	Strategy aimed at becoming the lowest-cost producer.
Differentiation	Strategy focused on offering unique products or services.
Focus Strategy	Strategy targeting a specific market niche.
Decision Making	Identifying and choosing alternative courses of action.
Rational Decision Making	Making logical choices to maximize value.
Rational Decision Model	Step-by-step approach to making logical choices.
Nonrational Decision Making	Making decisions without complete information.
Bounded Rationality	Managers make decisions with limited information and time.
Satisficing	Choosing the first acceptable solution rather than the optimal one.
Intuition	Making decisions based on experience and instincts.
Programmed Decision	Automated decision based on established rules.
Nonprogrammed Decision	Unique decision requiring custom solutions.
Groupthink	Group members suppress dissent to maintain harmony.
Devil’s Advocacy	Assigning someone to challenge ideas to avoid poor decisions.
Brainstorming	Generating many ideas without criticism.
Organizing	Arranging resources to accomplish goals.
Organizational Structure	Formal system of task and reporting relationships.
Division of Labor	Breaking jobs into specialized tasks.
Job Specialization	Focusing employees on specific tasks.
Departmentalization	Grouping jobs into logical units.
Authority	Right to make decisions and direct others.
Responsibility	Obligation to perform assigned tasks.
Accountability	Requirement to answer for results.
Chain of Command	Line of authority from top to bottom in an organization.
Span of Control	Number of employees reporting to one manager.
Delegation	Assignment of authority and responsibility to subordinates.
Centralization	Decision-making authority concentrated at the top.
Decentralization	Decision-making authority delegated to lower levels.
Line Position	Position with authority for achieving organizational goals.
Staff Position	Position providing advice and support.
Mechanistic Organization	Highly structured and formal organization.
Organic Organization	Flexible and adaptive organization structure.
Matrix Structure	Combines functional and divisional chains of command
Functional Structure	Groups people by job functions.
Divisional Structure	Groups activities by product, customer, or geography.
Team-Based Structure	Structure centered around work teams.
Network Organization	Organization using external partners for many activities.
Boundaryless Organization	Organization minimizing barriers between departments.
Organizational Chart	Visual representation of organizational structure.
Coordination	Integrating organizational activities for efficiency.
Unity of Command	Each employee reports to one manager.
Organizational Design	Developing structures that support strategy.
Restructuring	Changing organizational structure to improve effectiveness.
Downsizing	Reducing workforce to cut costs.
Outsourcing	Contracting outside organizations for services.
Empowerment	Giving employees authority and confidence to make decisions.
Cross-Functional Team	Team composed of members from different departments.
Flat Organization	Organization with fewer management levels.
Tall Organization	Organization with many management levels.
Formalization	Extent of written rules and procedures.
Bureaucracy	Organization with formal rules, hierarchy, and specialization.
Motivation	Forces that energize, direct, and sustain behavior.
Extrinsic Rewards	Rewards from outside the individual such as pay or bonuses
Intrinsic Rewards	Internal satisfaction gained from meaningful work.
Maslow’s Hierarchy of Needs	Theory that needs progress from physiological to self-actualization.
Physiological Needs	Basic survival needs like food and shelter.
Safety Needs	Needs involving security and protection.
Social Needs	Needs for friendship and belonging.
Esteem Needs	Needs involving respect and recognition
Self-Actualization	Desire to reach one’s full potential.
Alderfer’s ERG Theory	Theory grouping needs into existence, relatedness, and growth.
Need for Achievement	Desire to excel and succeed.
Need for Affiliation	Desire for close relationships.
Need for Power	Desire to influence others.
Herzberg’s Two-Factor Theory	Satisfaction and dissatisfaction come from different factors.
Motivators	Factors creating job satisfaction.
Hygiene Factors	Factors preventing dissatisfaction.
Equity Theory	Employees compare their input-output ratios to others.
Expectancy Theory	Motivation depends on expectancy, instrumentality, and valence.
Goal-Setting Theory	Specific challenging goals improve performance.
Positive Reinforcement	Strengthening behavior with positive consequences.
Punishment	Reducing behavior with negative consequences.
Job Enlargement	Increasing the number of job tasks.
Job Enrichment	Increasing responsibility and control in a job.
Job Rotation	Moving employees among jobs for variety.
Job Characteristics Model	Identifies job features improving motivation.
Autonomy	Freedom and independence in work.
Feedback	Response telling whether a message or performance was understood/effective.
Employee Engagement	Emotional commitment employees have toward work and organization.
Pay-for-Performance	Compensation based on employee performance.
Merit Pay	Pay raises based on performance.
Profit Sharing	Employees receive part of company profits.
Flexible Scheduling	Work arrangements allowing flexible hours.
Telecommuting	Working remotely using technology.
Leadership	Ability to influence others toward goal achievement.
Transactional Leadership	Focuses on exchanges between leaders and followers.
Transformational Leadership	Inspires followers to transcend self-interest for the organization.
Communication	Transfer of information and meaning between parties.
Emotional Intelligence	Ability to manage oneself and interact effectively with others.
Creativity	Ability to generate novel and useful ideas.
Awareness	Heightened perception allowing creators to notice inspiration in everyday life.
Source	Universal creative energy creators tap into when making meaningful work.
Experimentation	Trying new approaches without fear of failure.
Audience Detachment	Focusing on authenticity rather than pleasing others.
Craft	Technical skill and discipline needed to produce high-quality work.
Vulnerability	Willingness to expose uncertainty and emotion in the creative process.
Openness	Remaining receptive to unexpected ideas and influences.
Environment (Creativity)	Physical and psychological space that supports or hinders innovation.
Strong Culture	Culture where core values are widely shared and strongly held.
Incremental Innovation	Small improvements to existing products or processes.
Radical Innovation	Breakthrough products or technologies.
Organizational Change	Moving from the current state to a desired future state.
Lewin’s Change Model	Change process involving unfreezing, changing, and refreezing.
Resistance to Change	Opposition employees may feel toward new initiatives.

Created by: Orrin_Douglas

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