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Definition
| The process of accomplishing the goals of an organization through the effective use of people and other resources. |
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| Analyzing information and making decisions about what needs to be done. |
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| Determining how plans can most effectively be accomplished; arranging resources to complete work |
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| Helping employees to work effectively. |
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| Evaluating results to determine if the company's objectives have been accomplished as planned. |
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| A person who completes all four management functions on a regular basis and has authority over other jobs and people. |
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Definition
| A manager whose main job is to direct the work of employees. |
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| A top-level manager who spends almost all of his or her time on management functions. |
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| A manager who completes all of the functions but spends more time on one of the functions or is responsible for a specific part of the company's operations. |
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Definition
| A difficult situation requiring a solution. |
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| A sign or indication of something that appears to be the problem. |
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Definition
| A manager who earns the respect and cooperation of employees to effectively accomplish the organization's work. |
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| The ability to influence individuals and groups to achieve organizational goals. |
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| How well people get along with each other when working together. |
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Definition
| The ability to control behavior. |
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Definition
| Comes from the position the manager holds in the organization. |
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Definition
| Based on the ability to control resources, rewards, and punishments. |
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Term
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Definition
| Given to people who are considered the most knowledgeable. |
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Term
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Definition
| Given to people because others identify with and want to be accepted by them. |
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Term
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Definition
| The general way a manger treats and directs employees. |
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Term
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Definition
| One who gives direct, clear, and precise orders with detailed instructions as to what, when, and how work is to be done. |
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Definition
| One who encourages workers to share in making decisions about work-related problems. |
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Definition
| A manager who gives little or no direction to workers. |
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Definition
| One who understands employees and job requirements and matches actions and decisions to the circumstances. |
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Definition
| Regulations created to maintain an effective working environment in a business. |
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Definition
| Long-term planning that provides broad goals and directions for the entire business. |
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Definition
| An examination of an organizations internal strengths and weaknesses as well as opportunities and threats from its external environment. |
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Definition
| A short, specific statement of the purpose and direction of the business. |
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Definition
| A broad, lasting, and often inspirational view of a company's reason for existing. |
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| A specific statement of a result the business expects to achieve. |
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| A time plan for reaching objectives. |
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| A specific measure by which something is judged. |
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Definition
| Guidelines used in making decisions regarding specific, recurring, situations. |
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Definition
| A list of steps to be followed for performing certain work. |
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Definition
| A visual device that shows the structure of an organization and the relationships among workers and divisions of work. |
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Term
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Definition
| The obligation to do an assigned task. |
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Term
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Definition
| The right to make decisions about work assignments and to require other employees to perform assigned tasks. |
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Term
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Definition
| (1) Letting workers decide how to perform their work tasks and offer ideas on how to improve the work process. (2) The authority given to individual employees to solve problems on the job with available resources. |
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Definition
| The obligation to accept responsibility for the outcomes of assigned tasks. |
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Term
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Definition
| Means that no employee has more than one supervisor at a time. |
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Definition
| The number of employees who are directly supervised by one person. |
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Term
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Definition
| All authority and responsibility may be traced in a direct line from the top executive down to the lowest employee level in the organization. |
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Term
| Line-and-Staff Orginization |
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Definition
| The addition of staff specialists to a line organization. |
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Definition
| Combines workers into temporary work teams to complete specific tasks. |
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| Divides employees into permanent work teams. |
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Definition
| A team in which members together are responsible for the work assigned to the team. |
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Definition
| All major planning and decision making is done by a group of top managers in the business. |
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Term
| Decentralized Orginization |
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Definition
| A business is divided into smaller operating units and managers are given almost total responsibility and authority for the operation of those units. |
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Definition
| One with fewer levels of management than traditional structures. |
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Definition
| The set of factors that cause a person to act in a certain way. |
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Definition
| A group of individuals who cooperate to achieve a common goal. |
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Definition
| Efforts to increase the effectiveness of specific business operations. |
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Definition
| Take personal responsibility for work; set personal goals; want immediate feedback on work. |
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Definition
| Concerned about relationships with others; work to get along well and fit in with a group. |
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Definition
| Desire to influence and control others and to be responisble for a group's activities. |
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Term
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Definition
| Job factors that dissatisfy when absent but do not contribute to satisfaction when they are present. |
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Term
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Definition
| Factors that increase job satisfaction. |
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Term
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Definition
| The difference between current performance and the standard. |
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Term
| Just-In-Time (JIT) Inventory Controls |
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Definition
| A method in which the company maintains very small inventories and obtains materials just in time for use. |
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