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Management and Leadership (Management (The Process of guiding the…
Management and Leadership
Management
The Process of guiding the development, maintenance, and allocation of resources to attain organizational goals.
Organizing
The process of coordinating and allocating a firms resources to carry out its plans.
Planning
The process of deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and determining by whom it should be done.
Contingency Plan
Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during and emergency.
Strategic Planning
The process of creating long-range (one to five years), broad goals for the organization and determining what resources will be needed to accomplish those goals.
Mission
An organizations purpose and reason for existing; its long-term goals.
Mission Statement
A formal document that states and organizations purpose and reason for existing; and describes its basic philosophy.
Coercive Power
Power that is derived from an individuals ability to threaten negative outcomes.
Power
The ability to influence others to behave in a particular way.
Tactical Planning
The process of beginning to implement a strategic plan by addressing issues o coordination and allocating resources to different parts of the organization; has a shorter time frame (less than one year) and more specific objectives than strategic planning.
Operational Planning
The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans.
Supervisory Management
Managers who design and carry out operational plans for the ongoing daily activities of the firm.
Top Management
The highest level of managers; includes CEO's, presidents, and vice presidents, who develop strategic plans and address long-range issues.
Leadership
The process of guiding and motivating others toward the achievement of organizational goals.
Middle Management
Managers who design and carry out tactical plans in specific areas of the company.
Reward Power
Power that is derived from an individuals control over awards.
Democratic Leaders
Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.
Legitimate Power
Power that is derived from and individuals position in an organization.
Participative Leadership
A leadership style in which the leader shares decision-making with group members and encourages discussion of issues and alternatives; includes democratic, consensual, and consultative styles.
Referent Power
Power that is derived from an individuals personal charisma and the respect and/or admiration the individual inspires.
Autocratic Leaders
Directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
Expert Power
Power that is derived from an individuals extensive knowledge in one or more areas.
Leadership Style
The relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others.
Consensual Leaders
Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.
Consultative Leaders
Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.
Free-rein (Laissez-fair) Leadership
A leadership style in which the leader turns over all authority and control to subordinates.
Empowerment
The process of giving employees increased autonomy and discretion to make decision. as well as control over the resources needed to implement those decisions.
Corporate Culture
The set of attitudes, values, and standards that distinguishes one organization from another.