| A | B |
|---|
| Management | The process of coordinating people and other resources to achieve the goals of an organization |
| Planning | Establishing organizational goals and deciding how to accomplish them |
| Mission | A statement of the basic purpose that makes an organization different from others |
| Strategic Planning | The process of establishing an organization’s major goals and objectives and allocating the resources to achieve them |
| Goal | An end result that an organization is expected to achieve over a one-to ten year period |
| Objective | A specific statement detailing what an organization intends to accomplish over a shorter period of time |
| Plan | An outline of the actions by which an organization intends to accomplish its goals and objectives |
| Strategic Plan | An organization’s broadest plan, developed as a guide for major policy setting and decision making |
| Tactical Plan | A smaller-scale plan developed to implement a strategy |
| Operational Plan | A type of plan designed to implement tactical plans |
| Contingency Plan | A plan that outlines alternative courses of action that may be taken if an organization’s other plans are disrupted or become ineffective |
| Organizing | The grouping of resources and activities to accomplish some end result in an efficient and effective manner |
| Leading | The process of influencing people to work toward a common goal |
| Motivating | The process of providing reasons for people to work in the best interests of an organization |
| Directing | The combined processes of leading and motivating |
| Controlling | The process of evaluating and regulating ongoing activities to ensure that goals are achieved |
| Top Manager | An upper-level executive who guides and controls the overall fortunes of an organization |
| Middle Manager | A manager who implements the strategy and major policies developed by top management |
| First-Line manager | A manager who coordinates and supervises the activities of operating employees |
| Financial Manager | A manager who is primarily responsible for an organization’s |
| Operations Manager | A manager who manages the systems that convert resources into goods and services |
| Marketing Manager | A manager who is responsible for facilitating the exchange of products between an organization and its customers or clients |
| Human Resources Manager | A person charged with managing an organization’s human resources programs |
| Administrative Manager | A manage who is not associated with any specific functional area but who provides overall administrative guidance and leadership |
| Technical Skill | A specific skill needed to accomplish a specialized activity |
| Conceptual Skill | The ability to think in abstract terms |
| Interpersonal Skill | The ability to deal effectively with other people |
| Decisional Role | A role that involves various aspects of management decision making |
| Interpersonal Role | A role in which the manager deals with people |
| Informational Role | A role in which the manager either gathers or provides information |
| Leadership | The ability to influence others |
| Authoritarian Leader | One who hold all authority and responsibility, with communication usually moving from top to bottom |
| Laissez-Faire Leader | One who gives authority to employees and allows subordinates to work as they choose with a minimum of interference; communication flows horizontally among group members |
| Democratic Leader | One who holds final responsibility but also delegates authority to others, who help to determine work assignments; communication is active upward and downward |
| Decision Making | The act of choosing one alternative from a set of alternatives |
| Problem | The discrepancy between an actual condition and a desired condition |
| Total Quality Management (TQM) | The coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement |
| Organization | A group of two or more people working together to achieve a common set of goals |
| Organization Chart | A diagram that represents the positions and relationships within an organization |
| Chain or Command | The line of authority that extends from the highest to the lowest levels of an organization |
| Job Specialization | The separation of all organizational activities into distinct tasks and the assignment of different tasks to different people |
| Job Rotation | The systematic shifting of employees form one job to another |
| Departmentalization | The process of grouping jobs into manageable units |
| Departmentalization by Function | Grouping jobs that relate to the same organizational activity |
| Departmentalization by Product | Grouping activities related to a particular product or service |
| Departmentalization by Location | Grouping activities according to the defined geographic area in which they are performed |
| Departmentalization by Customer | Grouping activities according to the needs of various customer populations |
| Delegation | Assigning part of a manager’s work and power to other workers |
| Responsibility | The duty to do a job or perform a task |
| Authority | The power, within on organization, to accomplish an assigned job or task |
| Accountability | The obligation of a worker to accomplish an assigned job or task |
| Decentralized Organization | An organization in which management consciously attempts to spread authority widely in the lower levels of the organization |
| Centralized Organization | An organization that systematically works to concentrate authority at the upper levels of the organization |
| Span of Management (or Span of Control) | The number of workers who report directly to one manger |
| Line Management Position | A part of a chain of command; it is a position in which a person makes decisions and gives orders to subordinates to achieve the goals of the organization |
| Staff Management Position | A position created to provide support, advice, and expertise within an organization |
| Bureaucratic Structure | A management system based on a formal framework of authority that is outlined carefully and followed precisely |
| Matrix Structure | An organizational structure that combines vertical and horizontal lines of authority, usually by superimposing product departmentalization on a functionally departmentalized organization |
| Cross-Functional Team | A team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task |
| Cluster Structure | An organization that consists primarily of teams with no or very few underlying departments |
| Network Structure | An organization in which administration is the primary function, and most other functions are contracted out to other firms |
| Corporate Culture | The inner rites, rituals, heroes, and values of a firm |
| Intrapreneur | An employee who pushes an innovative idea, product, or process through an organization |
| Ad Hoc Committee | A committee created for a specific short-term purpose |
| Standing Committee | A relatively permanent committee charged with performing some recurring task |
| Task Force | A committee established to investigate a major problem or pending decision |
| Managerial Hierarchy | The arrangement that provides increasing authority at higher levels of management |
| Informal Organization | The pattern of behavior and interaction that stems from personal rather that official relationships |
| Informal Group | A group created by the members themselves to accomplish goals that may or may not be relevant to an organization |
| Grapevine | The informal communications network within an organization |
