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Collections of people who work together and coordinate their actions to achieve goals and desired future outcomes.
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A bridging concept for organizations that have social objectives central to their mission and their practice, and either have explicit economic objectives or generate some economic value through the services they provide and purchases that they undertake.
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The planning, organizing, leading, and controlling of resources to achieve organizational goals effectively and efficiently.
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Assets such as people, machinery, raw materials, information, skills, and financial capital.
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A person who is responsible for supervising the use of an organization's resources to achieve its goals.
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A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
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A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals.
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A measure of how well or productively resources are used to achieve a goal.
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Identifying and selecting appropriate goals and courses of action; one of the four principal functions of management.
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A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
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Structuring workplace relationships so organizational members work together to achieve organizational goals; one of the four principal functions of management.
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A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
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Articulating a clear vision and energizing and empowering organizational members so that everyone understands his or her individual role in achieving organizational goals; one of the four principal functions of management.
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Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal functions of management.
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A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.
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Managers who are responsible for the daily supervision and coordination of nonmanagerial employees.
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Managers who supervise first-line managers and are responsible for finding the best way to use resources to achieve organizational goals.
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Managers who establish organizational goals, decide how departments should interact, and monitor the performance of middle managers.
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A group composed of the CEO, the president, and the heads of the most important departments.
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Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees.
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Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.
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The expansion of employees' knowledge, tasks, and decision-making responsibilities.
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Groups of employees who supervise their own activities and monitor the quality of the goods and services they provide.
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The ability to analyze and diagnose a situation and to distinguish between cause and effect.
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The ability to understand, alter, lead, and control the behaviour of other individuals and groups.
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Job-specific knowledge and techniques that are required to perform an organizational role.
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The specific tasks that a person is expected to perform because of the position he or she holds in an organization.
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