SGMA Midterm 2

Management

Coordinating people and other resources to achieve the goals of an organization.

Planning

Establishing organizational goals and deciding how to accomplish them.

Vision statement

A clear and concise outline of an organization's values and goals.

Mission statement

Outlines the activities the organization is engaged in and how they help achieve its goals.

Strategic planning process

Establishing an organization's major goals and objectives and allocating resources to achieve them.

Strategic plan

A set of broad goals for the entire organization, typically for one to five years or longer.

Tactical plan

Plans and policies to achieve the strategic plans, typically less than one year.

Operational plan

Plans that implement the tactical plans; the day-to-day plans for each functional area.

Contingency plans

Plans that ask the 'what-if' questions to develop strategies for responding to unexpected events.

Organizing

Allocating the resources, responsibilities, and activities to accomplish the goals.

Leading

The process of guiding others toward the achievement of organizational goals.

Motivating

The process of providing incentives for people to work in the best interests of an organization.

Power

The ability to influence the behaviour of others.

Legitimate power

Based on the formal position in the organization.

Reward power

Ability to offer rewards that others see as valuable.

Coercive power

The ability to threaten negative outcomes.

Expert power

Based on special skills, knowledge, or experience.

Referent power

Based on charisma and other attractive traits.

Directing

The combined processes of leading and motivating.

Controlling

Measuring results against goals and making corrections when needed.

Setting standards

The first step in the controlling process.

Measuring actual performance

The second step in the controlling process.

Taking corrective action

The third step in the controlling process.

Top managers

Upper-level executives who guide and control an organization's overall strategy.

Middle managers

Managers who implement the strategy and major policies developed by upper management.

Lower-level managers

Managers who coordinate and supervise the activities of operating employees.

Financial managers

Primarily responsible for an organization's financial resources.

Operations managers

Manage the systems that convert resources into goods and services.

Marketing managers

Responsible for facilitating the exchange of products between an organization and its customers.

Human resources managers

Charged with managing an organization's human resources programs.

Information technology (IT) managers

Oversees computer-related tasks and the flow of information.

Administrative managers

Managers who provide overall administrative guidance and leadership.

Conceptual skills

The ability to see the 'big picture' and understand how various parts fit together.

Technical skills

Specific skills needed to accomplish a specialized activity.

Interpersonal skills

Skills for dealing effectively with other people.

Leadership

The relationship between a leader and the followers who want real changes.

Autocratic leadership

A style where the leader makes decisions and employees execute them.

Participative leadership

A style where the leader consults employees before making decisions.

Laissez-faire leadership

A style where the leader provides a vision and necessary resources, acting mainly as an adviser.

Analytical decision-making

Used when the situation is similar to something previously encountered.

Creative decision-making

Used when there is no experience with anything similar to the problem.

Quality decisions

Correctly identifying the problem, using creativity, and structured analysis.

5 whys technique

A quality-control technique used to find the root cause of an issue.

Success factors

Achieving financial performance, meeting customer needs, providing value, fostering creativity, securing employee commitment.

Gap analysis

Compares desired outcomes with current performance.

SWOT analysis

A tool for identifying and evaluating a business's strengths, weaknesses, opportunities, and threats.

Core competencies

Approaches and processes that a company performs well that may give it an advantage.

Organization design

The process that results in an organizational structure representing job design and departmentalization.

Efficiency

The ability to complete a task using a minimum amount of resources.

Control

The ability to make decisions and specify how those decisions will be carried out.

Responsiveness

The speed at which an organization can improve its products in response to changes.

Empowerment

The degree to which employees have the authority to make decisions.

Departmentalization

The process of grouping jobs into manageable units.

Job design

Structuring the tasks and activities required to accomplish a business's objectives into specific jobs to foster productivity and employee satisfaction and motivation.

Job specialization

The separation of all organizational activities into distinct tasks and the assignment of different tasks to different people.

Specialization benefits

Matches an employee's skill with the job, helps the employee to become independent, and leads to increased efficiency and productivity.

Specialization drawbacks

Can lead to boredom from performing monotonous, repetitive tasks, potentially resulting in lower motivation and limited job growth.

Specialized jobs efficiency

Employees develop specialized skills, eliminate employee changeover time, and make initial job training easier.

Job rotation

Systematic shifting of employees from one job to another.

Job rotation benefits for employers

Allows workers to be trained in more than one function, providing flexibility in task assignments.

Task/skill/job variety

The degree to which a job requires different activities and a broad array of skills.

Task identity

How each job contributes to the final product or result.

Task significance

The importance of a task and how the task affects others.

Decentralized organization

An organization where management consciously attempts to spread authority widely in the lower levels of the organization.

Centralized organization

An organization that systematically works to concentrate authority at the upper levels of the organization.

Delegation

Assigning tasks and some degree of authority to others, holding them accountable for the results.

Span of control/management

The number of workers who report directly to one manager.

Wide span

A manager supervises many subordinates.

Narrow span

A manager has only a few subordinates.

Organizational height

The number of layers, or levels, of management in a business.

Organizational structure

The result of the organization design process.

Organization chart

A visual representation of the structured relationships among tasks, responsibilities, and the people given the authority to do those tasks.

Chain of command

Describes how reporting relationships are structured and who reports to whom.

Line structure

An organizational structure in which the chain of command goes directly from person to person throughout the organization.

Line-and-staff structure

An organizational structure that includes both line and staff positions.

Matrix structure

An organizational structure where individuals from different functional areas work on project teams.

Cross-functional team

A team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task.

Corporate culture

The inner customs, traditions, and values of an organization.

Clan culture

A family-like type of environment rooted in collaboration, where leadership takes the form of mentorship.

Adhocracy culture

Emphasizes individual ingenuity and experimentation, encouraging employees to take risks and innovate.

Market culture

Results-driven, goal-oriented, and extremely competitive, driven by a common goal to succeed.

Hierarchy culture

Based on structure and control, valuing efficiency and consistency.

Informal organization

The pattern of behaviour and interaction that stems from personal rather than professional relationships.

Grapevine

The informal communications network within an organization, separate from formal channels.

Groups

Two or more people who coordinate their efforts.

Teams

Members share a common goal, interact with each other, and hold each other mutually accountable for the outcome.

Task behavior in teams

Achieving the team's objective(s) and focuses on the work required to reach these goals.

Maintenance behavior in teams

The relationships between team members.

Common pitfalls of teamwork

Conflict, social loafing, and groupthink.

Human resources management (HRM)

All the activities involved in acquiring, developing, and maintaining an organization's human resources to achieve organizational goals.

Morale

The degree of employee satisfaction seen in their attitudes, outlook, and confidence in the business and coworkers.

Correlation between morale and productivity

There is a direct correlation between morale and productivity.

Political environment in HRM

Regulations govern many aspects of the human resources function, such as how workers can be selected.

Employment equity legislation

Regulates the mix of people hired for some companies.

Economic environment in HRM

Organizations are vying for both customers and qualified job applicants.

Social environment in HRM

Workers are seeking to better balance their home and work lives, making it more difficult to gain employee commitment.

Technological environment in HRM

Reshapes how work is done, offering alternatives to human labour and changing the nature of many jobs.

Acquisition in HRM

Recruiting and hiring new employees.

HR planning

Creating a strategy for meeting future human resources needs.

Job analysis

A systematic approach that focuses on the job to develop the job description and job specifications.