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Management and leadership chapter seven in The Future of Business
Terms in this set [38]
Management
The Process of guiding the development, maintenance, and allocation of resources to attain organizational goals.
Planning
The process of deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and determining by whom it should be done.
Strategic Planning
The process of creating long-range [one to five years], broad goals for the organization and determining what resources will be needed to accomplish those goals.
Mission
An organizations purpose and reason for existing; its long-term goals.
Mission Statement
A formal document that states and organizations purpose and reason for existing; and describes its basic philosophy.
Tactical Planning
The process of beginning to implement a strategic plan by addressing issues o coordination and allocating resources to different parts of the organization; has a shorter time frame [less than one year] and more specific objectives than strategic planning.
Operational Planning
The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans.
Contingency Plan
Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during and emergency.
Organizing
The process of coordinating and allocating a firms resources to carry out its plans.
Top Management
The highest level of managers; includes CEO's, presidents, and vice presidents, who develop strategic plans and address long-range issues.
Middle Management
Managers who design and carry out tactical plans in specific areas of the company.
Supervisory Management
Managers who design and carry out operational plans for the ongoing daily activities of the firm.
Leadership
The process of guiding and motivating others toward the achievement of organizational goals.
Power
The ability to influence others to behave in a particular way.
Legitimate Power
Power that is derived from and individuals position in an organization.
Reward Power
Power that is derived from an individuals control over awards.
Coercive Power
Power that is derived from an individuals ability to threaten negative outcomes.
Expert Power
Power that is derived from an individuals extensive knowledge in one or more areas.
Referent Power
Power that is derived from an individuals personal charisma and the respect and/or admiration the individual inspires.
Leadership Style
The relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others.
Autocratic Leaders
Directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
Participative Leadership
A leadership style in which the leader shares decision-making with group members and encourages discussion of issues and alternatives; includes democratic, consensual, and consultative styles.
Democratic Leaders
Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.
Consensual Leaders
Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.
Consultative Leaders
Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.
Free-rein [Laissez-fair] Leadership
A leadership style in which the leader turns over all authority and control to subordinates.
Empowerment
The process of giving employees increased autonomy and discretion to make decision. as well as control over the resources needed to implement those decisions.
Corporate Culture
The set of attitudes, values, and standards that distinguishes one organization from another.
Controlling
The process of assessing the organizations progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from it.
Informational Roles
A managers activities as an information gatherer, information disseminator, or spokesperson for the company.
Interpersonal Roles
A mangers activities as a figurehead, company leader, or liaison.
Decisional Roles
A managers activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.
Programmed Decisions
Decisions made in response to frequently occurring routine situations.
Non-programmed Decisions
Responses to infrequent, unforeseen, or very unusual problems and opportunities, where the manager does not have a precedent to follow in decision-making.
Technical Skills
a manager's specialized areas of knowledge & expertise, as well as the ability to apply that knowledge.
Human Relations Skills
a managers interpersonal skills that are used to accomplish goals through the use of human resources.
Conceptual Skills
A managers ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment.
Global Management Skills
A managers ability to operate in diverse culture environments.
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