| Management | The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
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| Organizational performance | A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
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| Efficiency | A measure of how well or how productively resources are used to achieve a goal.
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| Effectiveness | A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals.
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| Planning | Identifying and selecting appropriate goals and courses of action; one of the four principal functions of management.
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| Strategy | A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
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| Organizing | Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal functions of management.
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| Organizational structure | A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
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| Leading | Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principal functions of management.
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| Controlling | Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal functions of management.
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| Department | A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.
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| First-line manager | A manager who is responsible for the daily supervision of nonmanagerial employees.
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| Middle manager | A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.
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| Top manager | A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.
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| Top-management team | A group composed of the CEO, COO, and heads of the most important departments.
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| Restructuring | Downsizing an organization by eliminating the jobs of large numbers of top, middle, and firstline managers and nonmanagerial employees.
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| Outsourcing | To use outside suppliers and manufacturers to produce goods and services.
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| Empowerment | The expansion of employees' knowledge, tasks, and responsibilities.
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| Self-managed teams | A group of employees who supervise their own activities and monitor the quality of the goods and services they provide.
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| Managerial role | The set of specific tasks that a manager is expected to perform because of the position he or she holds in an organization.
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| Conceptual skills | The ability to analyze and diagnose a situation and to distinguish between cause and effect.
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| Human skills | The ability to understand, alter, lead, and control the behavior of other individuals and groups.
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| Technical skills | Job-specific knowledge and techniques required to perform an organizational role.
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| Competencies | The specific set of skills, abilities, and experiences that allows one manager to perform at a higher level than another manager in a particular setting.
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| Global organizations | Organizations that operate and compete in more than one country.
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| Competitive advantage | The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do.
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