Management & Leadership Vocab

autocratic leaders

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

coercive power

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

conceptual skills

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.

consensual leaders

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

consultative leaders

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

contingency 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.

controlling

The process of assessing the organization’s progress toward accomplishing its goals; includes

monitoring the implementation of a plan and correcting deviations from the plan.

corporate culture

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

decisional roles

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

democratic leaders

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

effectiveness

The ability to produce the desired result or good.

efficiency

Using the least amount of resources to accomplish the organization’s goals.

empowerment

The process of giving employees increased autonomy and discretion to make decisions, as

well as control over the resources needed to implement those decisions.

expert power

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

free-rein (laissez-faire) leadership

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

global management skills

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

human relations skills

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

informational roles

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

interpersonal roles

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

leadership

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

leadership style

The relatively consistent way that individuals in leadership positions attempt to influence the behavior of others.

legitimate power

Power that is derived from an individual’s position in an organization.

management

The process of guiding the development, maintenance, and allocation of resources to attain

organizational goals.

middle management

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

mission

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

mission statement

A formal document that states an organization’s purpose and reason for existing and describes its basic philosophy

nonprogrammed decisions

Responses to infrequent, unforeseen, or very unusual problems and

opportunities where the manager does not have a precedent to follow in decision-making.

operational 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.

organizing

The process of coordinating and allocating a firm’s resources in order to carry out its plans.

participative leaders

Leaders who share decision-making with group members and encourage discussion

of issues and alternatives; includes democratic, consensual, and consultative styles.

planning

The process of deciding what needs to be done to achieve organizational objectives; identifying

when and how it will be done; and determining who should do it.

power

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

programmed decisions

Decisions made in response to frequently occurring routine situations.

referent power

Power that is derived from an individual’s personal charisma and the respect and/or

admiration the individual inspires

reward power

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

situational leadership

Selecting a leadership style based on the maturity and competency level of those

who will complete the task.

strategic planning

The process of creating long-range (one to five years), broad goals for the organization

and determining what resources will be needed to accomplish those goals.

supervisory (first-line) management

Managers who design and carry out operation plans for the ongoing daily activities of the firm.

tactical planning

The process of beginning to implement a strategic plan by addressing issues of

coordination and allocating resources to different parts of the organization; has a shorter time frame (less

than one year) and more specific objectives than strategic planning.

technical skills

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

knowledge.

top management

The highest level of managers; includes CEOs, presidents, and vice presidents, who

develop strategic plans

What is the role of management?

the process of guiding the development, maintenance, and allocation of resources to attain

organizational goals. Managers are the people in the organization responsible for developing and carrying out this management process.

•  The four primary functions of managers are planning, organizing, leading, and

  controlling.

What are the four types of planning?

Managers use four different types of planning: strategic, tactical, operational, and contingency planning.

• Strategic planning involves creating long-range (one to five years), broad goals and determining the necessary resources to accomplish those goals. Tactical planning has a shorter time frame (less than one year) and more specific objectives that support the broader strategic goals. Operational planning creates specific