Term
|
Definition
| process of coordinating resources to meet organizational goals. |
|
|
Term
|
Definition
| establishing objectives and goals for an organization and determining the best ways to accomplish them. |
|
|
Term
|
Definition
| plans that establish the actions and the resource allocation required to accomplish strategic goals; they are usually defined for periods of two to five years and are developed by top managers. |
|
|
Term
|
Definition
| the fundamental design of the company, explaining how the enterprise plans to generate revenue. |
|
|
Term
|
Definition
| a viable view of the future that is rooted in but improves on the present. |
|
|
Term
|
Definition
| a statement of the organization's purpose, basic goals, and philosophies. |
|
|
Term
|
Definition
| broad, long-range target or aim. |
|
|
Term
|
Definition
| specific, short-range target of aim. |
|
|
Term
|
Definition
| plans that define the actions and the resource allocation necessary to achieve tactical objectives and to support strategic plans; they are usually defined for a period of one to three year and are developed by middle managers. |
|
|
Term
|
Definition
| plans that lay out the actions and the resource allocation needed to achieve operational objectives and to support tactical plans; they are usually defined for less than one year and are developed by middle managers. |
|
|
Term
|
Definition
| plan for minimizing the harm that might result from some unusually threatening situations |
|
|
Term
|
Definition
| process of arranging resources to carry out the organization's plans |
|
|
Term
|
Definition
| organizational structure compromising top, middle, and lower management |
|
|
Term
|
Definition
| those at the highest level of the organization;s management hierarchy; they are responsible for setting strategic goals, and they have the most power and responsibility. |
|
|
Term
|
Definition
| those in the middle of the management hierarchy; they develop plans to implement the goals of top managers and coordinate the work of first line managers. |
|
|
Term
|
Definition
| those at the lowest level of the management hierarchy; they supervise the operating employees and implement the plans set and the higher management levels. |
|
|
Term
|
Definition
| process of guiding and motivating people to work toward organization goals. |
|
|
Term
|
Definition
| leaders who do not involve others in decision making |
|
|
Term
|
Definition
| leaders who delegate authority and involve employees in decision making |
|
|
Term
|
Definition
| sharing information with employees and involving them in decision making |
|
|
Term
|
Definition
| leaders who leave the actual decision making up to employees. |
|
|
Term
|
Definition
| granting decision-making and problem-solving authorities to employees so they can act without getting approval from management |
|
|
Term
|
Definition
| helping employees reach their highest potential by meeting with them, discussing problems that hinder their ability to work effectively, and offering suggestions and encouragement |
|
|
Term
|
Definition
| formal program of career guidance in which and experienced manager or employee with a wide network of industry colleagues explains office politics, serves as a role model for appropriate business behavior, and helps other employees negotiate the corporate structure. |
|
|
Term
|
Definition
| a set of shared values and norms that support the management system and that guide management and employee behavior |
|
|
Term
|
Definition
| process of measuring progress against goals and objectives and correcting deviations if results are not as expected |
|
|
Term
|
Definition
| measure of how closely a product conforms to predetermined standards and customer expectations |
|
|
Term
|
Definition
| criteria against which performance is measured |
|
|
Term
|
Definition
| skills required to understand other people and to interact effectively with them |
|
|
Term
|
Definition
| ability and knowledge to perform the mechanics of a particular job |
|
|
Term
|
Definition
| technical skills informal gathering, data analysis, planning, organizing, and other aspects of managerial work |
|
|
Term
|
Definition
| ability to understand the relationship of parts to the whole |
|
|
Term
|
Definition
| the ability to make decisions by following the process of identifying a decision situation, analyzing the problem, weighing the alternatives choosing and alternative and implementing it, and evaluating the results |
|
|
Term
|
Definition
| eCommerce and customized manufacturing |
|
|
Term
|
Definition
|
|
Term
|
Definition
| positive internal factors that contribute to a company's success, which can be anything from a teams of expert employees to financial resources to unique technologies |
|
|
Term
|
Definition
| negative internal that inhibit the company's success, such as obsolete facilities or inadequate financial resources |
|
|
Term
|
Definition
| a bundle of skills, technologies, and other resources that enable a company to provide a particular benefit to customers |
|
|
Term
|
Definition
| positive external situations that represent the possibility of generating new revenue |
|
|
Term
|
Definition
| negative forces that could inhibit the firm's ability to achieve its objectives |
|
|
Term
|
Definition
| forecasts based on historical data or tests and often involve complex statistical computations |
|
|
Term
|
Definition
| forecasts based on intuitive judgments |
|
|
Term
|
Definition
| a group of people who have insights in the question at hand are given a small sum of money and asked to bet on the likelihood of various outcomes |
|
|
Term
|
Definition
| remove layers of managers, typically middle managers |
|
|
Term
|
Definition
| remove layers of managers, typically middle managers |
|
|
Term
|
Definition
| same thing as first line managers |
|
|
Term
|
Definition
| giving employees a reason to the job and to put their best performance |
|
|
Term
|
Definition
| stems from the individual's position in the organizations |
|
|
Term
|
Definition
| stems from a person's own unique attributes such as expertise or charisma |
|
|
Term
|
Definition
| measures a fairly narrow set of human capabilities |
|
|
Term
| emotional intelligence/ emotional quotient |
|
Definition
| includes self-awareness, self-regulation, motivation, empathy, social skill |
|
|
Term
|
Definition
| the ability to recognize the need for change and to manage that change in an efficient, effective way |
|
|
Term
| social intelligence/social quotient |
|
Definition
| beyond the social skills that are part of emotional quotient by looking outward to understand the dynamics of social situations and the emotions of other people, in addition to your own |
|
|
Term
|
Definition
|
|
Term
|
Definition
| adapting leadership style to current business circumstances |
|
|
Term
|
Definition
| leaders adapt their style based on the readiness of employees to accept the changes or responsibilities the manager wants them to accept |
|
|
Term
|
Definition
| tend to focus on meeting established goals, making sure employees understand their roles in the organizational, making sure the correct resources are in place |
|
|
Term
|
Definition
| reshape the destinies of their organizations by inspiring employees to see the world in new ways to find creative solutions to business challenges, to rise above self interest, and to create new levels of success for the company as a whole |
|
|
Term
|
Definition
| refers to hiring an outside management expert to help senior managers |
|
|
Term
|
Definition
| monitors the performance from four perspectives: finances, operations, customer relationships, and the growth and development of employees and intellectual property. |
|
|
