Business Exam 3 CH 7

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Asianrice
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6757
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Business Exam 3 CH 7
Updated:
2010-02-12 17:12:37
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BUSINESS
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Study for business exam 3
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  1. MANAGEMENT
    THE PROCESS USED TO ACCOMPLISH ORGANIZATIONAL GOALS THROUGH PLANNING,ORGANIZING,LEADING AND CONTROLLING PEOPLE AND OTHER ORGANIZATIONAL RECOURCES
  2. PLANNING
    A MANAGEMENT FUNCTION THAT UNCLUCEDS ANTICIPATING TRENDS AND DETERMINING THE BEST STRATGIES AND TACTICS TO ACHIEVE ORGANIZATIONAL GOALS AND OBJECTIVE
  3. ORAGANIZATION
    A MANAGEMENT FUNCTION THAT INCLUDES DESINGING THE STRUCTURES OF THE ORGANIZATION AND CREATING CONDITIONS AND SYSTEM IN WHICH EVERYONE AND EVERYTHING TOGETHER TO ACHIEVE THE ORGANIZATION GOALS AND OBJECTIVE
  4. LEADING
    CREATING A VISION FOR THE ORGANIZATION AND GUIDIN, TRAINING COACHING AND MOTIVATING OTHERS TO WORK EFFECTIVELY TO ACHIEVE THE ORGANIZATION GOALS AND OBJECTIVES
  5. CONTROLLING
    A MANAGEMENT FUNCTION THAT INVOLVES ESTABLISHING CLEAR STANDARDS TO DETERMINE WHETHER OR NOT AN ORGANIZATION IS PROGESSING TOWARD ITS GOALS AND OBJECTIVES, REWARDING PEOPLE FOR DOING A GOOD JOB AND TAKING CORRECTIVE ACTION IF THEY ARE NOT
  6. VISION
    AN EXCOMPASSING EXPLANATION OF WHY THE ORGANIZATION EXISTS AND WHERE IT'S TRYING TO HEAD
  7. MISSION STATEMENT
    AN OUTLINE OF THE FUNDAMENTAL PURPOSES OF AN ORGANIZATION
  8. GOALS
    THE BROAD, LONG-TERM ACCOMPLISHMENTS AN ORGANIZATION WISHES TO ATTAIN
  9. OBJECTIVE
    SPECIFIC SHORT-TERM STATEMENT DETAILING HOW TO ACHIEVE THE ORGANIZATION'S GOALS
  10. SWOT ANALYSIS
    A PLANNING TOOL USED TO ANALYZA AN ORGANIZATION'S STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
  11. STRATEGIC PLANNING
    THE PROCESS OF DETERMINING THE MAJOR GOALS OF THE ORGANIZATION AND THE POLICIES AND STRATEGIES FOR OBTAINING AND USING RESOURCES TO ACHIEVE THOSE GOALS
  12. TACTICAL PLANNING
    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.
  13. OPERATION PLANNING
    THE PROCESS OF SETTING WORK STANGARDS AND SCHEDULES NECESSARY TO IMPLEMENT THE COMPANT'S TACTICAL OBJECTIVES
  14. CONTINGENCY PLANNING
    THE PROCESS OF PREPARING ALTERNATIVE COURSES OF ACTION THAT MAY BE USED IF THE PRIMARY PLANS DONT ACHIEVE THE ORGANIZATION OBJECTIVES
  15. DECISION MAKING
    CHOOSING AMONG TWO OR MORE ALTERNATIVES
  16. PROBLEM SOLVING
    THE PROCESS 0F SOLVING THE EVERYDAY PROBLEMS THAT OCCUR
  17. BRAINSTORMING
    COMING UP WITH AS MANY SOLUTIONS TO A PROBLEM AS POSSIBLE IN A SHORT PERIOD OF TIME WITH NO CENSORING OF IDEAS
  18. PMI
    LISTING ALL THE PLUSES FOR A SOLUTION IN ONE COLUMN ALL THE MINUSES IN ANOTHER AND IMPLICATION IN THE 3RD
  19. ORGANIZATION CHART
    A VISUAL DEVICE THAT SHOES RELATIONSHIPS AMONG PEOPLE AND DVIDES THE ORGANIZATION'S WORK; ITS SHOW WHO IS ACCOUNTABLE FOR THE COMPLETION OF SPECIFIC WORK AND WHO REPORT TO WHOM
  20. TOP MANAGEMENT
    HIGHEST LEVEL OF MANAGEMENT,
  21. MIDDLE MANAGEMENT
    LEVEL OF MANAGEMENT THAT INCLUSED GENERAL MANAGERS, DEIVISON MANAGERS AND BRANCH AND PLANT MANAGERS RESPONSIBLE FOR TACTIVAL PLANNING AND CONTROLLING
  22. SUPERVISORY MANAGEMENT
    MANAGERS WHO ARE DIRECTLY RESPONSIBLE FOR SUPERVISING WORKERS AND EVALUATING THEIR DAILY PERFORMANCE
  23. TECHINCAL SKILLS
    SKILLS THAT INVOLVES THE ABILITY TO PERFORM TASKS IN A SPECIFIC DISCIPLINE OR DEPARTMENT
  24. HUMAN RELATIONS SKILLS
    SKILLS THAT INVOLVES COMMUNICATION AND MOTIVATION; THEY ENABLE MANAGERS TO WORK THROUGH AND WITH PEOPLE
  25. CONCEPTUAL SKILLZ
    SKILLS THAT INVOLVES THE ABILITY TO PICTURE THE ORGANIZATION AS A WHOLE AND THE RELATIONSHIP AMONG ITS VARIOUS PARTS
  26. STAFFING
    A MANAGEMENT FUNCTION THAT INCLUDES HIRING MOTIVATING AND RETAINING THE BEST PEOPLE AVAILABLE TO ACCOMPLISH ORGANIZATION OBJECTIVES
  27. MANAGING DIVERSITY
    BUILDING SYSTEMS AND A CLIMATE THAT UNITE DIFFERENT PEOPLE IN A COMMON PURSUIT WITHOUT UNDERMINING THEIR INDIVIDIUAL STRENGTHS
  28. AUTOCRATIC LEADERSHIP
    LEADERSHIP STYLE THAT INVOLVES MAKING MANAGERIAL DECISIONS WITHOUT CONSULTING OTHERS
  29. PARTICIPATIVE (DEMOCRATIC) LEADERSHIP
    LEADERSHIP SYTLE THAT CONSISTS OF MANAGERS AND EMPLOYEES TO WORK TOGETHER AND MAKE DECISIONS
  30. FREE-REIN LEADERSHIP
    LEADERSHIP STYLE THAT INVOLVES MANAGERS SETTING OBJECTIVES AND EMPLOYEES BEING RELATIVELY FREE TO DO WHATEVER IT TAKES TO ACCOMPLISH THOSE OBJECTIVES
  31. ENABLING
    GIVING WORKERS THE EDUCATION AND TOOLS THEY NEED TO MAKE DECISIONS
  32. KNOWLEGE MANAGEMENT
    FINDING THE RIGHT INFORMATION, KEEPING THE INFORMATION IN A READILY ACCESSIBLE PLACE, AND MAKING THE INFO KNOWN TO EVERYONE IN THE FIRM
  33. EXTERNAL CUSTOMER
    DEALERS. WHO BUY PRODUCTS TO SELL TO OTHERS, AND ULTIMATE CUSTOMERS, WHO BUY PRODUCTS FOR THEIR OWN PERSONAL USE
  34. INTERNAL CUSTOMER
    INDIVIDUALS AND UNITS WITHIN THE FIRM THAT RECEIVE SERVICES FROM OTHER INDIVIDUALDS OR UNITS

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