Management Ch 5-8

Goal

Desired future circumstance or condition that the organization attempts to realize.

Plan

Blueprint for goal achievement specifying necessary resource allocations, schedules, tasks, and actions.

Planning

The process of determining the organization’s goals and defining the means for achieving them.

Strategic Goals

Broad statements describing where the organization wants to be in the future, pertaining to the organization as a whole.

Tactical Goals

Results that major divisions and departments intend to achieve, designed to help execute strategic plans.

Operational Goals

Specific, measurable results expected from departments, work groups, and individuals.

Mission

The organization's reason for existence, articulating its strategic direction.

Mission Statement

Broadly stated definition of purpose that distinguishes the organization from others.

Key Performance Indicators (KPIs)

Tools used to assess what is important to an organization and its progress toward strategic goals.

Coalitional Management

Building an alliance of people who support a manager’s goals and influence others to accept those goals.

SMART Goals

Specific, Measurable, Attainable, Result-oriented, Time-bound criteria for effective goal setting.

Competitive Advantage

What sets the organization apart from others, providing a distinctive edge in the marketplace.

SWOT Analysis

Assessment of strengths, weaknesses, opportunities, and threats affecting organizational performance.

Diversification

Companies expanding into new lines of business through mergers or joint ventures.

Programmed Decisions

Decisions made in response to situations that have occurred often enough to develop decision rules.

Nonprogrammed Decisions

Unique decisions made in response to poorly defined and unstructured situations.

Bounded Rationality

Limits on how rational decision-making can be due to human and environmental factors.

Satisficing

Choosing the first solution that meets minimal decision criteria.

Political Model

Decision-making model useful for nonprogrammed decisions under conditions of uncertainty and conflict.

Implementation

The stage where chosen alternatives are put into action, requiring managerial and persuasive skills.

Unfreezing

The first stage of change, making people aware of problems and motivating them to accept change.

Changing

The stage where individuals experiment with new behaviors and learn new skills.

Refreezing

The final stage of change, where new behaviors are reinforced and institutionalized within the organization.

Resistance to Change

Factors such as self-interest, fear of loss, lack of understanding, and different goals that hinder change.

Centralization

Concentrating decision-making authority in a single location or group within a company.

Decentralization

Distributing decision-making authority across various locations or departments within a company.