| A | B |
|---|
| Comparing one's performance with the best performance in the industry or with the best anywhere in the business | Benchmarking |
| Affecting or undertaken by two sides equally | Bilateralness |
| Refers to assigning tasks to others and empowering them by providing the necessary information to get the job done | Delegation |
| Putting power where it is needed | Empowerment |
| Originating from the outside | Extrinsic |
| Management by Objectives | MBO |
| Counselors or teachers | Mentors |
| Not giving people information and the authority to do tasks assigned; over monitor and assess every step | Micromanage |
| The capacity to influence others | Power |
| One who is servant first, then leader | Servant Leadership |
| Those to whom information is often distributed: project teams, human resources, purchasing agents, top management, government agencies, subcontractors, customers, and stockholders | Stakeholders |
| A comprehensive management tool designed to help organizations assess the current environment, anticipate changes in the environment, increase effectiveness, develop the organization's mission, and reach a consensus on strategies and objectives for achieving the mission | Strategic Planning or Long-range Planning |
| Addressing the values and philosophical convictions that guide the organization, and the vision of what the organization should be in the future | Strategic Thinking |
| A dynamic and complex whole that interacts as a structured functional unit | System |
| Planning that is done for one year | Tactical Planning |
