The process of
coordinating the resources of an organization to achieve the
primary goals of the organization.
An end state
that the organization is expected to achieve.
The process of
developing and committing an organization to a set of goals.
The reason for
an organization's existence.
The means by
which an organization is to fulfill its purpose.
A specific
statement detailing what an organization intends to accomplish
as it goes about its mission.
An outline of
the actions by which an organization intends to accomplish its
goals.
The processes
involved in developing plans.
An
organization's broadest set of plans, developed as a guide for
major policy setting and decision making; it defines what
business the company is in or wants to be in and the kind of
company it is or wants to be.
A small&-scale,
short&-range plan developed to implement a strategy.
A general
guide for action in a situation that occurs repeatedly.
A plan that
outlines the steps to be taken in a situation that arises again
and again.
The grouping
of resources and activities to accomplish some end result in an
efficient and effective manner.
The process of
influencing people to work toward a common goal.
The process of
providing reasons for people to work in the best interests of
the organization.
The combined
processes of leading and motivating.
The process of
evaluating and regulating ongoing activities to ensure that
goals are achieved.
An upper&-level
executive who guides and controls the overall fortunes of the
organization.
A manager who
implements the strategy and major policies developed by top
management.
A manager who
coordinates and supervises the activities of operating
employees.
A manager who
is primarily responsible for the organization's financial
resources.
Manager who
creates and manages the systems that convert resources into
goods and services.
A manager who
is responsible for facilitating the exchange of products between
the organization and its customers or clients.
A person
charged with managing the organization's formal human resources
programs.
A manager who
is not associated with any specific functional area but who
provides overall administrative guidance and leadership.
A specific
skill needed to accomplish a specialized activity.
The ability to
conceptualize and think in abstract terms.
The ability to
deal effectively with other people.
The ability to
assess a particular situation and identify its causes.
The ability to
identify the relevant issues or variables in a situation, to
determine how they are related, and to assess their relative
importance.
A role that
involves various aspects of management decision making.
A role in
which the manager deals with people.
A role in
which the manager either gathers or provides information.
The inner
rites, rituals, heroes and values of a firm.
The ability to
influence others.
One who holds
all authority and responsibility, with communication usually
moving from top to bottom.
One who waives
responsibility and allows subordinates to work as they choose
with a minimum of interference; communication flows horizontally
among group members.
One who holds
final responsibility but also delegates authority to others, who
help determine work assignments; communication is active upward
and downward.
The process of
developing a set of possible alternative solutions and choosing
one alternative from among that set.
The
coordination of efforts directed at improving customer
satisfaction, increasing employee participation and empowerment,
forming and strengthening supplier partnerships, and
facilitating an organization atmosphere of continuous quality
improvement.
An approach to management that promotes
feelings of excellence in employees.
