CHAPTER 1 ORGAN MAN
1. Business environments- battlefields
2. Quality standards- are altered constantly dahil gusto natin bago; focus sa speed
3. Cost- primary concern for consumers
4. Bateman and snell- define innovation as the intro of new products and services
5. Quality- ability of a product or service to meet customer needs
6. bureau of product standards of the department of trade and industry publishes brochures for product requirements to set standards
7. food and drug administration- consumer welfare and protection is also provided through this
8. certificates of product registration need to be issued for manufacturing companies before these go to the market
9. service- is an intrinisic requirement for all customers; what they want when they need it
10. speed buzz word of this millennium
11. WEFORUM partners with MBC for inputs on the country's performance
12. planning- delivering strategic value
13. organizing- building a dynamic organization
14. leading- mobilizing people
15. controlling- learning and changing
16. Simple frequency count- allows prioritization of problems that need to be addressed
17. flowchart- tool that puts key processes in symbolic patterns that are easy to understand; symbols represent relationship sequences between and among different tasks
18. GANTT charts- useful for scheduling and planning projects; considered as a visual tool for the action plan
19. ACTIVITY NETWORK DIAGRAM (AND)- planning tool used to diagram activities in sequence from start to finish
20. Plan -do-check-act (PDCA)- problem solving model; improvement storyboard model
21. downsizing- planned removal of positions or jobs
22. rightsizing- efforts at achieving an appropriate size for effective enterprise performance
23. customer relations management (CRM)- tasked to focus on interactive relationships with customers
24. reengineering- efforts to revolutionize organizational systems and processes to satisfy customer needs
25. total quality management (TQM)- intergrative approach to management
just in time (JIT)- calls for subassemblies and apparatus to be produced in very small lots and delivered to thee next stage
charismatic leadership- most admired example is MARTIN LUTHER KING; dominant, self-confident, and convinced of the ethical decency of their beliefs
transformational leadership- characterized by charisma, or charismatic leadership traits, aptitude or capabilities of giving their followers individualized attention, and intellectually stimulating qualities
education and communication- commonly used where there is lack of or there is inaccurate information
participation and involvement- initiators face a lack of information for the change, and other participants have the power to resist the same
facilitation and support- where the situations show adjustment issues
manipulation and cooptation- often the quickest and most inexpensive solution when there is resistance
explicit and implicit coercion- may put the senior managers or initiators at risk, but is essential for promo execution
(POLC) planning, organizing, leading, and controlling- functions of management systematically address the comparative advantage traits pf enterprises
top-level managers or senior executives- are responsible for the overall management of the organization; establish high performance standards, institutionalize a set of norms and values, create the corporate purpose and ambition
middle-level managers report to the top-level managers and are located in the middle layers of the hierarchy; develop individuals and support their activities, link dispersed knowledge and skills across diverse units, manage the tension between short-term purpose and long term ambition
frontline managers supervise the operational activities and are also called operational managers; create and pursue new growth opportunities, attract and develop resources, manage continuous improvement within the unit
top-level managers or senior executives- establish high performance standards, institutionalize a set of norms and values, create the corporate purpose and ambition
middle-level managers- develop individuals and support their activities, link dispersed knowledge and skills across diverse units, manage the tension between short-term purpose and long term ambition
frontline managers- create and pursue new growth opportunities, attract and develop resources, manage continuous improvement within the unit
ACT- analyze your situation, choose your best strategy, track your choice
technical skills- aptitude to perform specialized tasks involving particular methods or processes
conceptual and decisional skills- facility to identify and resolve problems for the benefit of an organization and its members
interpersonal skills or people skills- talent to lead, motivate, and communicate effectively with others, often identified with top-level managers
management- process of working with people and resources to accomplish organizational goals effectively and efficiently
effectiveness- organizational goals are achieved
efficiency- goals are achieved with minimal waste of money, time, materials, and people
case method template- academic tool for business courses; also used to teach decision-making stages