Ch9 Mngment and Ldrship in Today's Organization

Question 1

strategic planning

Answer 1

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.

Question 2

mission

Answer 2

an organization’s purpose and reason for existing; its long-term goals

Question 3

mission statement

Answer 3

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.

Question 4

tactical planning

Answer 4

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.

Question 5

operational planning

Answer 5

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.

Question 6

contingency plans

Answer 6

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.

Question 7

organizing

Answer 7

the process of coordinating and allocating a company’s resources to carry out its plans.

Question 8

top management

Answer 8

the highest level of managers, including CEOs, presidents, and vice-presidents; they develop strategic plans and address long-range issues.

Question 9

middle management

Answer 9

managers who design and carry out tactical plans in specific areas of the company.

Question 10

supervisory management (operational management)

Answer 10

managers who design and carry out operational plans for the ongoing daily activities of the company.

Question 11

leading

Answer 11

the process of guiding and motivating others toward the achievement of organizational goals.

Question 12

power

Answer 12

the ability to influence others to behave in a particular way.

Question 13

legitimate power

Answer 13

power that is derived from an individual’s position in an organization

Question 14

reward power

Answer 14

power that is derived from an individual’s control over rewards.

Question 15

coercive power

Answer 15

power that is derived from an individual’s ability to threaten negative outcomes.

Question 16

expert power

Answer 16

power that is derived from an individual’s extensive knowledge in one or more areas.

Question 17

referent power

Answer 17

power that is derived from an individual’s personal charisma and the respect and/or admiration the individual inspires.

Question 18

leadership style

Answer 18

the relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others.

Question 19

autocratic leaders

Answer 19

directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.

Question 20

participative leaders

Answer 20

leaders that share decision making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles.

Question 21

democratic leaders

Answer 21

leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.

Question 22

consensual leaders

Answer 22

leaders who encourage discussion about issues and then inquire that all parties involved agree to the final decision.

Question 23

consultative leaders

Answer 23

leaders who confer with subordinates before making a decision, but retain the final decision-making authority.

Question 24

free-rein (laissez-faire) leadership

Answer 24

a leadership style in which the leader turns over all authority and control to subordinates.

Question 25

empowerment

Answer 25

the process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions.

Question 26

corporate culture

Answer 26

the set of attitudes, values, and standards of behaviour that distinguishes one organization from another.

Question 27

controlling

Answer 27

the process of assessing the organization’s progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from it.

Question 28

informational roles

Answer 28

a manager’s activities as an information gatherer, information disseminator, or spokesperson for the company.

Question 29

interpersonal roles

Answer 29

a manager’s activities as a figurehead, company leader, or liaison

Question 30

decisional roles

Answer 30

a manager’s activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.

Question 31

programmed decisions

Answer 31

decisions made in response to frequently occurring routine situations.

Question 32

non-programmed decisions

Answer 32

responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision making.

Question 33

technical skills

Answer 33

a manager’s specialized areas of knowledge and expertise, as well as the ability to apply that knowledge.

Question 34

human relations skills

Answer 34

a manager’s interpersonal skills that are used to accomplish goals through the use of human resources.

Question 35

conceptual skills

Answer 35

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.

Question 36

global management skills

Answer 36

a manager’s ability to operate in diverse cultural environments.