Flashcards in Ch9 Mngment and Ldrship in Today's Organization Deck (41):
the process of guiding the development, maintenance and allocation of resources to attain organizational goals.
using the least amount of resources to accomplish the organization's goals (doing things right).
the ability to produce the desired results or goods (doing the right thing)
the relationship between a leader and the followers who want real changes, resulting in outcomes that reflect their shared purposes (leading people).
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.
the process of creating long-range (one to five yrs) broad goals for the organization and determining what resources will be needed to accomplish those goals.
an organization's purpose and reason for existing; its long-term goals
a clear, concise articulation of how the company intends to achieve its vision- how it is different from its competition and the keys to its success.
the process of beginning to implement a strategic plan by addressing issues of coordination and allocation of resources to different parts of the organization; has a shorter time frame (less than one year) and more specific objectives than strategic 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.
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 an emergency.
the process of coordinating and allocating a company's resources to carry out its plans.
the highest level of managers, including CEOs, presidents, and vice-presidents; they develop strategic plans and address long-range issues.
managers who design and carry out tactical plans in specific areas of the company.
supervisory management (operational management)
managers who design and carry out operational plans for the ongoing daily activities of the company.
the process of guiding and motivating others toward the achievement of organizational goals.
the ability to influence others to behave in a particular way.
power that is derived from an individual's position in an organization
power that is derived from an individual's control over rewards.
power that is derived from an individual's ability to threaten negative outcomes.
power that is derived from an individual's extensive knowledge in one or more areas.
power that is derived from an individual's personal charisma and the respect and/or admiration the individual inspires.
the relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others.
directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
leaders that share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles.
leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.
leaders who encourage discussion about issues and then inquire that all parties involved agree to the final decision.
leaders who confer with subordinates before making a decision, but retain the final decision-making authority.
free-rein (laissez-faire) leadership
a leadership style in which the leader turns over all authority and control to subordinates.
the process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions.
the set of attitudes, values, and standards of behaviour that distinguishes one organization from another.
the process of assessing the organization's progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from it.
a manager's activities as an information gatherer, information disseminator, or spokesperson for the company.
a manager's activities as a figurehead, company leader, or liaison
a manager's activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.
decisions made in response to frequently occurring routine situations.
responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision making.
a manager's specialized areas of knowledge and expertise, as well as the ability to apply that knowledge.
human relations skills
a manager's interpersonal skills that are used to accomplish goals through the use of human resources.
a manager's 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.