main management

Organization Design

System for getting work “Done Well” by identifying tasks, grouping them into jobs, creating structure, and reinforcing culture.

Job Design

Creating jobs that are efficient, effective, and meaningful for employees.

Skill Variety

Degree a job requires different skills and abilities.

Task Identity

Degree a job requires completing an entire, identifiable piece of work.

Task Significance

Degree a job impacts other people’s lives or work.

Autonomy

Freedom employees have to schedule and perform tasks.

Feedback

Information employees receive about how well they are performing.

Organizational Structure

How jobs are grouped, reporting relationships are set, and authority is delegated across the organization.

Functional Structure

Structure grouping jobs by similar skills, such as marketing, finance, or accounting.

Divisional Structure

Structure grouping jobs by product, customer market, or geographic region.

Matrix Structure

Structure where employees report to both a functional manager and a divisional manager.

Agency

Delegation of authority from shareholders to the board, to the CEO, and downward through management.

Centralized Structure

Structure where top management makes most decisions.

Decentralized Structure

Structure where lower

Span of Control

Number of employees directly supervised by a manager.

Levels of Hierarchy

Number of managerial layers between top leadership and frontline employees.

Liaison

Individual appointed to coordinate work between different groups or departments.

Task Force

Temporary group formed to address a specific project, problem, or issue.

Cross Functional Team

Ongoing team with members from multiple departments working together long

Integrating Roles

Specialized roles designed to coordinate workflows across organizational boundaries.

Organizational Culture

Shared values, beliefs, and norms that shape employee behavior and expectations.

Human Resource Management

Function that attracts, develops, supports, and retains the employees needed to get work done well.

Strategic HRM

Planning current and future talent needs aligned with organizational goals, strategy, and culture.

Succession Planning

Identifying and preparing employees for future high

Recruitment and Selection

Process of identifying, evaluating, and hiring qualified job candidates.

Training

Teaching employees the skills required for their current job.

Development

Preparing employees for future job responsibilities or higher

Performance Appraisal and Feedback

Formal evaluation process that reviews employee performance and provides improvement feedback.

Compensation and Benefits

Wages, bonuses, incentives, and non

Employee Relations

Activities that support fair treatment, communication, and a positive workplace environment.

Legal Compliance

Ensuring all HR practices follow employment, labor, and safety laws.

Employee Engagement

Positive mindset toward the job plus positive, productive behavior including discretionary effort.

Discretionary Effort

Extra voluntary effort an employee gives beyond basic job requirements.

Drivers of Engagement

Factors such as leadership trust, meaningful work, recognition, autonomy, and development opportunities.

Performance Management

Delivering superior results through measurement, assessment, evaluation, and continuous improvement.

Business Process Management

Managing work as processes that convert inputs into outputs effectively and efficiently.

Effective Process

Process that meets customer requirements and produces desired customer behavior.

Efficient Process

Effective process that also operates at a cost that generates adequate return and avoids waste.

SIPOC Map

Simple process map showing Suppliers, Inputs, Process, Outputs, and Customers.

Swimlane Map

Process map that shows which departments or roles perform each step.

Lean Value Map

Process map highlighting step time, wait time, and waste to improve efficiency.

Lagging Measures

Measures that show results after the process is completed.

Leading Measures

Predictive measures used to forecast results and correct issues early.

Six Sigma

Improvement method focused on reducing defects, variation, and process errors.

Lean

Improvement method focused on eliminating waste and improving process flow.

Leadership

Ability to influence others to create motivation, loyalty, and high performance.

Management

Coordinating resources and people to get the Right Work Done Well.

Trait Theory

Leadership theory focused on identifying personality traits linked to leadership success.

Behavior Theory

Leadership theory describing task

Charismatic Leadership

Leading through inspiration, persuasion, and personal appeal.

Servant Leadership

Leadership style where the leader prioritizes serving and supporting employees first.

Transformational Leadership

Inspiring employees through vision, purpose, and positive change.

Transactional Leadership

Motivating employees using rewards, punishments, and structured authority.

Strategic Leadership

Leadership focused on long

Empowerment Leadership

Giving employees autonomy, authority, information, and resources to make decisions.

Contingency Theory

Leadership effectiveness depends on the situation, including follower relations, task structure, and position power.

Leader Member Relations

Level of trust, respect, and confidence followers have in their leader.

Task Structure

Clarity of tasks, goals, and procedures within a job or team.

Position Power

Amount of formal authority a leader has due to their role.

Emotional Intelligence

Ability to understand, manage, and use emotions effectively in oneself and others.

Decision Making

Choosing among alternatives to solve a problem or take action.

Satisficing

Choosing a “good enough” option when time, information, or resources are limited.

Manager Communication

Manager’s ability to send, receive, and interpret information clearly with minimal barriers.

Conflict Management

Approaches managers use to resolve disagreements and reduce workplace tension.

Negotiation

Process of reaching agreement between parties with different goals or interests.

Mission

The organization’s purpose, describing why it exists.

Vision

Long

Goals

Specific outcomes or performance targets an organization aims to achieve.

Strategy

Plan for how goals will be achieved and competitive advantage will be gained.

Ethics

Principles defining right and wrong behavior.

Social Responsibility

Obligation to operate in ways that benefit society, stakeholders, and the community.

Right Work

Identifying the correct priorities, strategies, and tasks the organization should focus on.

Done Well

Completing work effectively, efficiently, ethically, and with strong management practices.