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Crisis management
The set of procedures the organization uses in the event of a disaster or other unexpected calamity
rules and regulations
Describe exactly how specific activities are to be carried out
Organizational justice
The perceptions of people in an organization regarding fairness
Managerial ethics
Standards of behavior that guide individual managers in their work
Sarbanes-Oxley Act
A law passed in 2002 that requires CEOs and CFOs to personally vouch for the truthfulness and fairness of their firms' financial disclosures
Efficient
Using resources wisely and in a cost-effective way
Organization
A group of people working together in a structured and coordinated fashion to achieve set goals
Management
A set of activities directed at an organization's resources to achieve goals efficiently and effectively
Effective
Making the right decisions and successfully implementing them
Manager
Someone responsible for carrying out the management process
Planning
Setting an organization's goals and deciding how best to achieve them
Controlling
Monitoring organizational progress toward goal attainment
Decision Making
Part of the planning process that involves selecting a course of action from a set of alternatives
Time-Management Skills
The manager's ability to prioritize work, work efficiently, and delegate appropriately
reaction plan
A plan developed to react to an unforeseen circumstance
MBO
A formal goal-setting process involving collaboration between managers and subordinates; the extent to which goals are accomplished is a major factor in evaluating and rewarding subordinates' performance
codes of ethics
A formal, written statement of the values and ethical standards that guide a firm's actions
Unethical behavior
Behavior that does not conform to generally accepted social norms
ethical behavior
Behavior that conforms to generally accepted social norms
defensive stance
A social responsibility stance in which an organization does everything that is required of it legally, but nothing more
Legal compliance
The extent to which an organization complies with local, state, federal, and international laws
Political action committees (PACs)
An organization created to solicit and distribute money to political candidates
corporate social audit
A formal and thorough analysis of the effectiveness of a firm's social performance
Leading
Processes used to get members of the organization to work together to further organizational interests
Organizing
Determining how activities and resources are to be grouped
Areas of Management
Differentiation of managers into marketing, financial, operations, human resource, administration, and other areas
Levels of Management
Differentiation of managers into three basic categories—top, middle, and first-line
Interpersonal Roles
The roles of figurehead, leader, and liaison, which involve dealing with other people
Conceptual Skills
The manager's ability to think in the abstract
Decisional Roles
The roles of entrepreneur, disturbance handler, resource allocator, and negotiator, primarily related to making decisions
Technical Skills
The skills necessary to accomplish or understand the specific kind of work being done in an organization
Informational Roles
The roles of monitor, disseminator, and spokesperson, involving the processing of information
Interpersonal Skills
The ability to communicate with, understand, and motivate both individuals and groups
Diagnostic Skills
The ability to visualize the most appropriate response to a situation
Communication Skills
The manager's abilities to effectively convey ideas and information to others and to receive ideas and information from others
Decision-Making Skills
The manager's ability to correctly recognize and define problems and opportunities and select appropriate courses of action
mission
A statement of an organization's fundamental purpose
Optimizing
Balancing and reconciling possible conflicts among goals
Tactical goals
A goal set by and for middle managers of the organization
Strategic goals
A goal set by and for top management of the organization
tactical plan
A plan aimed at achieving tactical goals, developed to implement parts of a strategic plan
Strategic plans
A general plan outlining decisions of resource allocation, priorities, and action steps necessary to reach strategic goals
Operational goals
A goal set by and for lower-level managers of the organization
operational plan
A plan that focuses on carrying out tactical plans to achieve operational goals
action plan
A plan used to operationalize any other kind of plan
contingency planning
The determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate
short-range plans
A plan that generally covers a span of one year or less
long-range plan
A plan that generally covers from one to five years or more
intermediate plan
A plan developed for activities that recur regularly over a period of time
standing plan
Developed for activities that recur regularly over a period of time
A single-use plan
Developed to carry out a course of action that is not likely to be repeated in the future
standard operating procedure
A standard plan that outlines the steps to be followed in particular circumstances
program
A single-use plan for a large set of activities
project
A single-use plan of less scope and complexity than a program
policy
A standing plan that specifies the organization's general response to a designated problem or situation
SOP
A standard plan that outlines the steps to be followed in particular circumstances
management by objectives
A formal goal-setting process involving collaboration between managers and subordinates; the extent to which goals are accomplished is a major factor in evaluating and rewarding subordinates' performance
ethics
One's personal beliefs about whether a behavior, action, or decision is right or wrong
social responsibility
The set of obligations an organization has to protect and enhance the societal context in which it functions
accommodative stance
the company meets and in some cases exceeds its legal and ethical requirements
organizational stakeholders
Person or organization who is directly affected by the practices of an organization and has a stake in its performance
proactive stance
believe they have an obligation to improve the general social welfare and seek opportunities to contribute.
obstructionist stance
do as little as possible to solve social or environmental problems, has little regard for ethical conduct, and goes to great lengths to deny or cover up wrongdoing.
regulation
Government's attempts to influence business by establishing laws and rules that dictate what businesses can and cannot do
Lobbying
The use of persons or groups to formally represent an organization or group of organizations before political bodies to influence the government
Ethical compliance
The extent to which an organization and its members follow basic ethical standards of behavior
philanthropic giving
Awarding funds or gifts to charities or other worthy causes
Whistle-blowing
The disclosure by an employee of illegal or unethical conduct on the part of others within the organization
