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Management

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a process designed to achieve an organization's objectives by using it resources effectively and efficiently in a changing environment

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manager

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those individuals in organization who make decision about the use of resources and who are concerned with planning, organizing, staffing, directing, and controlling the organization's activities to reach its objectives

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Planning

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the process of determining the organization's objectives and deciding how to accomplish them; the first function of management

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mission

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the statement of an organization's fundamental purpose and basic philosophy

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strategic plans

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those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission

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tactical plans

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short-range plans designed to implement the activities and objectives specified in the strategic plan

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operational plans

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very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve the tactical plan and ultimately the strategic plan

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crisis management

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an element in planning that deals with potential disaster such as product tampering, oil spills, fire, earthquake, computer virus, or airplane crash

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goals

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the results that a firm wishes to achieve

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objectives

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the end or results desired by an organization derive from the organization mission

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organizing

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the structuring of resources and activities to accomplish objectives in an efficient and effective manner

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staffing

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the hiring of people to carry out the work of the organization

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downsizing

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the elimination of a number of employees from an organization

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directing

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motivation and leading employees to achieve organizational objectives

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controlling

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the process of evaluating and correcting activities to keep the organization on course

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Top managers

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the president and other top executives of a business, such as the chief executive officer (CEO), chief financial officer (CFO), and chief operations officer (COO), who have overall responsibility for the organization

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middle managers

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those members of an organization responsible for the tactical planning that implements the general guidelines established by to management

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first-line managers

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those who supervise both workers and the daily operations of an organization

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financial managers

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those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals

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production and operations managers

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those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace

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human resources managers

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those who handle the staffing function and deal with employees in formalized manner

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market managers

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those who are responsible for planning, pricing, and promoting products and making them available to customers

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information technology (IT) managers

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those who are responsible for implementing, maintaining, and controlling techonology applications in business, such as computer networks

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administrative managers

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those who manage an entire business or major segment of a business; thay are not specialist but coordinate the activities of specialized managers

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leadership

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the ability to influence employees to work toward organizational goals

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technical expertise

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the specialized knowledge and training needed to perform jobs that are related to particular areas of management

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conceptual skills

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the ability to think in abstract terms and to see how parts fit together to form the whole

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analytical skills

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the ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation

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human relations skills

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the ability to deal with people, both inside and outside the organization

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agenda

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a calender, containing both specific and vague items that covers short-term goals and long-term objectives

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networking

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the building of relationships and sharing of information with colleagues who help managers achieve the items on their agendas

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organizational culture

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a firm's shared values beliefs, traditions, philosophies, rules, and role models for behavior

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structure

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the arrangement or relationship of positions within an organization

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organization charts

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a visual display of the organizational structure, line of authority (chain of command), staff relationships, permanent committee arrangements, and line of communication

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specialization

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the division of labor into small, specific tasks and the assignment of employees to do a single task

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departmentalization

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the grouping of jobs into working units usually called departments, units, groups, or divisions

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functional departmentalization

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the grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources

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product departmentalization

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the organization of jobs in relation to the products of the firm

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geographical departmentalization

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the grouping of jobs according to geographic location, such as state, region, country, or continent

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customer departmentalization

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the arrangement of jobs around the needs of various tyoes of customers

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delegation of authority

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giving employees not only task, but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those task

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responsibility

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the obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work

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accountability

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the principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome

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centralized organization

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a structure in which authority is concentrated at the top, and very little decision-making authority is delegated to lower levels

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decentralized organization

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an organization in which decision-making authority is delegated as far down the chain of command as possible

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span of management

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the number of subordinates who report to a particular manager

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organizational layers

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the levels of management in an organization

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line structure

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the simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of the organization

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line-and-staff structure

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a structure having a traditional line relationship between superiors and subordinates and also specialized managers called staff managers who are availabel to assist line managers

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multidivisional structure

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a structure that organizes departments into larger groups called divisions

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matrix structure

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a structure that sets up teams from different departments, thereby creating two or more intersection lines of authority; also called a project-management structure

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group

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two or more individuals who communicate with one another, share a common identity, and have a common goal

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team

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a small group whose members have a common purpose, goals, and approach; and hold them selves mutually accountable

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committee

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a permanent, formal group that preforms a specific task

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task force

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a temporary group of employees responsible for bringing about a particular change

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project teams

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groups similar to task forces that normally run their operation and have total control of a specific work project

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product-development teams

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a specific type of project team formed to devise, design, and implement a new product

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quality-assurance teams (or quality circles)

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small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems

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self-directed work team (SDWT)

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a group of employees responsible for an entire work process or segment that deliversa product to an internal or external customer

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formal communication channels

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the flow of communication within the formal organizational structure

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grapevine (informal communication channels)

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an informal channel of communication, separate from management's formal, official communication channels

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monitoring communications

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technological advances and the increased use of electronic communication in the workplace have made monitoring its use necessary for most companies

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operations management

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the development and administration of the activities involved in transforming resources into goods and services

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manufacturing

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the activities and processes used in making tangible products; also called production

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production

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the activities and processes used in making tangible products; also called manufacturing

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operations

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the activities and processes used in making both tangible and intangible products

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inputs

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the resources such as labor, money, material and energy that are converted into outputs

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outputs

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the goods, services, and ideas that result from the conversion of inputs

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standardization

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the making of identical interchangeable components or product

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modular design

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the creation of an item in self-contained units, or modules, that can be combined or interchanged to create different products

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customization

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making products to meet a particular customer's needs or wants

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mass customization

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making products to meet needs or wants of a large number of individual customers

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capacity

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the maximum load that an organizational unit can carry or operate

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fixed-position layout

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a layout that brings all resources required to create the product to a central location

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process layout

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a layout that organizes the transformation process into departments that group related processes

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product layout

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a layout requiring that production be broken down into relatively simpl task assigned to workers, who are usually positioned along an assembly line

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computer-assisted manufacturing (CAM)

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manufacturing that employs specialized to actually guide and control the transformation processes

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flexible manufacturing

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the direction of machinery by computers to adapt to different versions of similar operations

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computer integrated manufacturing (CIM)

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a complete system that designs products, managers machines and materials, and controls the operations function

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supply chain management

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connecting and intergrating all parties or members of the distribution system in order to satisfy customers

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purchasing

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the buying of all the materials needed by the organization; also called procurement

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inventory

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all raw materials components, completed or partially completed products, and pieces of equipment a firm uses

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inventory control

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the process of determining how many supplies and goods are needed and keeping track of quantities on hand, where each item is and who is responsible for it

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economic order quantity (EQO) model

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a model that identifies the optimum number of items to order to minimize the costs of managing (ordering, storing, and using) them

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just-in-time (JIT) inventory management

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a technique using smaller quantities of materials that arrive "just in time" for use in transformation process and therefore require less storage space and other inventory management expense

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material-requirements planning (MRP)

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a planning system that schedules the precise quantity of materials needed to make the product

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outsourcing

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increasingly a part of supply chain management in operations

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routing

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the sequence of operations through which the product must pass

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scheduling

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the assignment of required task to departments or even specific machines, workers, or teams

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quality

answer

degree to which a good or service meets the demand and requirements of customers

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quality control

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the processes an organization uses to maintain its established quality standards

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total quality management (TQM)

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a philosophy that uniform commitment to quality in all areas of an organization will promote a culture that meets customers' perception of quality

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statistical process control

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a system in which management collects and analyzes information about the production process to pinpoint quality problems in the production system

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ISO 9000

answer

a series of quality assurance standards designed by the International Organization for standardization (ISO) to ensure consistent product quality under many conditions

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ISO 14000

answer

a comprehensive set o environmental standards that encourages companies to conduct business in a cleaner, safer, and less wasteful way. ISO 14000 provides a uniform set of standards globally

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sampling

answer

how many items should be inspected

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sampling

answer

how many items should be inspected

question

sampling

answer

how many items should be inspected

business a changing world chapter 6, 7, and 8 – Flashcards

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