(See related pages)
Below are the key terms featured in this chapter. Clicking on a term will reveal its definition. The textbook's full glossary is also available for online searching.
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| Autocratic leadership | Leadership style that involves making managerial decisions without consulting others (See page(s) 234) |
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| Brainstorming | Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas (See page(s) 226) |
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| Conceptual skills | Skills that involve the ability to picture the organization as a whole and the relationship among its various parts (See page(s) 228) |
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| Contingency planning | The process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives (See page(s) 225) |
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| Controlling | A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not (See page(s) 220) |
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| Decision making | Choosing among two or more alternatives (See page(s) 225) |
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| Enabling | Giving workers the education and tools they need to make decisions (See page(s) 236) |
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| External customers | Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use (See page(s) 240) |
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| Free-rein (laissez-faire) leadership | Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives (See page(s) 235) |
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| Goals | The broad, long-term accomplishments an organization wishes to attain (See page(s) 222) |
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| Human relations skills | Skills that involve communication and motivation; they enable managers to work through and with people (See page(s) 228) |
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| Internal customers | Individuals and units within the firm that receive services from other individuals or units (See page(s) 240) |
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| Knowledge management | Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm (See page(s) 237) |
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| Leading | Creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals and objectives (See page(s) 220) |
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| Management | The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources (See page(s) 219) |
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| Managing diversity | Building systems and a climate that unite different people in a common pursuit without undermining their individual strengths (See page(s) 231) |
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| Middle management | The level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling (See page(s) 227) |
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| Mission statement | An outline of the fundamental purposes of an organization (See page(s) 221) |
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| Objectives | Specific, short-term statements detailing how to achieve the organization’s goals (See page(s) 222) |
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| Operational planning | The process of setting work standards and schedules necessary to implement the company’s tactical objectives (See page(s) 224) |
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| Organization chart | A visual device that shows the relationship and divides the organization’s work; it shows who is accountable for the completion of specific work and who reports to whom (See page(s) 226) |
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| Organizing | A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives (See page(s) 220) |
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| Participative (democratic) leadership | Leadership style that consists of managers and employees working together to make decisions (See page(s) 235) |
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| Planning | A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives (See page(s) 219) |
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| PMI | Listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column (See page(s) 226) |
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| Problem solving | The process of solving the everyday problems that occur. Problem solving is less formal than decision making and usually calls for quicker action (See page(s) 226) |
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| Robber barons | Capitalists of the 19th century whose wealth came, in part, through dubious, if not criminal acts (See page(s) 218) |
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| Staffing | A management function that includes hiring, motivating, and retaining the best people available to accomplish the company’s objectives (See page(s) 230) |
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| Strategic planning | The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals (See page(s) 222) |
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| Supervisory management | Managers who are directly responsible for supervising workers and evaluating their daily performance (See page(s) 227) |
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| SWOT analysis | A planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats. (See page(s) 222) |
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| Tactical planning | The process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done (See page(s) 223) |
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| Technical skills | Skills that involve the ability to perform tasks in a specific discipline or department (See page(s) 228) |
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| Top management | Highest level of management, consisting of the president and other key company executives who develop strategic plans (See page(s) 227) |
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| Vision | An encompassing explanation of why the organization exists and where it’s trying to head (See page(s) 221) |