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Leadership style that involves making managerial decisions without consulting others.
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Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.
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Skills that involve the ability to picture the organization as a whole and the relationship among its various parts.
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The process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives.
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A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not.
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Involves reacting to sudden changes in the environment.
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Choosing among two or more alternatives.
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Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use.
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Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives.
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The broad, long-term accomplishments an organization wishes to attain.
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Skills that involve communication and motivation; they enable managers to work through and with people.
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Individuals and units within the firm that receive services from other individuals or units.
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Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm.
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Creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals and objectives. In some firms it also involves “directing”, or “telling” people what to do.
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The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.
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The level of management that includes general managers, division managers, and branch and plant managers, who are responsible for tactical planning and controlling.
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An outline of the fundamental purposes of an organization. Usually developed by the top managers.
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Specific, short-term statements detailing how to achieve the organization’s goals. Objectives should be measurable so you know if your are progressing.
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The process of setting work standards and schedules necessary to implement the company’s tactical objectives.
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A visual device that shows the relationships among people and divides the organization’s work; it shows who is accountable for the completion of specific work and who reports to whom.
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A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives.
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Leadership style that consists of managers and employees working together to make decisions
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A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.
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Listing all of the pluses for a solution in one column, all of the minuses in another, and the implications in a third column.
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The process of solving the everyday problems that occur. Problem solving is less formal than decision making and usually calls for quicker action.
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A general term that incorporates human resources, natural resources, and financial resources.
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The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
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Managers who are directly responsible for supervising workers and evaluating their daily performance.
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A planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are within your control, opportunities and threats are outside your control.
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The process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done.
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Skills that involve the ability to perform tasks in a specific discipline or department.
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Highest level of management, consisting of the president and other key company executives who develop strategic plans.
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Leadership style where the leader is given the power to assign tasks and their successful completion leads to rewards and reinforcement
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Leadership style that occurs when leaders can influence others to follow them in working to achieve a desired outcome or goal
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The presentation of a company's facts and figures in a way that is clear and apparent to all stakeholders – a play on the real meaning of the word “to see through something”, so the idea is that you do things in a way that can be clearly seen by everyone interested.
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A set of fundamental beliefs that guide a business in the decisions they make.
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An encompassing explanation of why the organization exists and where it’s trying to head.
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