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Specialized function of planning how to obtain employees, oversee their training, evaluate them, and compensate them. Human Resources Management
A process by which jobs are studied to determine the tasks and dynamics involved in performing them. Job Analysis
A formal statement summarizing tasks involved in a job. It describes conditions under which the employee will work. Job Description
Describes skills needed, outlines education required and details previous experience the job requires. Job Specification
Session or procedure to introduce a new employee to the organization’s goals, policies, and procedures. Orientation
Money, benefits, and services paid to employees for their work. Compensation
Compensation other that wages, salaries and incentive programs. Employee Benefits
Cash payment based on the number of hours the employee has worked or the number of units the employee has produced. Wages
Fixed weekly, monthly, or yearly cash compensation for work Salaries
Cash payments to employees who produce at a desired level Incentives
Cash payment, in addition to the regular wage or salary, that serves as a reward for achievement. Bonuses
Establishing objectives and goals for an organization and determining the best ways to accomplish them. Planning
Plans that establish the actions and the resource allocation required to accomplish strategic goals. Strategic Plans
A statement of the organization’s purpose, basic goals and philosophies. Mission Statement
Positive internal factors that contribute to a company’s success. Strengths
Educated assumptions managers must make about future trends and events. Forecasting
Broad, long range accomplishments that the organization wishes to attain. Goals
Specific, short range targets designed to help reach the company's goals. Objectives
Process of arranging resources to carry out the organization's plans. Organizing
An example of a Top Manager. President
An example of a Middle Manager. Sales Manager
An example of a First Line Manager. Supervisor
Process of guiding and motivating people to work towards organizational goals. Leading
Skills required to understand other people and to interact effectively with them. Interpersonal Skills
Ability and knowledge to perform the mechanics of a particular job. Technical Skills
Ability to identify and analyze a problem, weigh the alternatives, choose an alternative, implement it, and evaluate the results. Decision-Making Skills
The Leadership Style that makes decisions without consulting others. Autocratic
The Leadership Style that delegates authority and involves employees. Democratic
The Leadership Style that acts as a consultant, encourages employees to share ideas, insights and opinions. Laissez-Faire
Process of measuring progress against goals and objectives and correcting deviations if results are not as expected. Controlling
Positive external factors such as new markets or new customers. Opportunities
SWOT Strengths, Weaknesses, Opportunities, and Threats
The four Functions of Management Planning, Organizing, Leading and Controlling
The Management Role that gathers and delivers information to employees, customers, suppliers, and stakeholders. Informational
The Management Role that encourages innovation. Decisional
Created by: Ms. Robin