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

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

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.

Elements in planning that deal with potential disasters such as product tampering, oil spills, fire, earthquakes, computer virus, or airplane crash.

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

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

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

The elimination of a significant number of employees from an organization.

Motivating and leading employees to achieve organizational objectives.

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

Work with suppliers, distributors, and labor unions to reach agreements about the quality and price of input, technical, and human resources, or work with other organizations to establish agreements to pool resources to work on joint projects.

Evaluate the performance of managers in different functions and take corrective action to improve their performance; watch for changes occurring in the external and internal environment that may affect the organization in the future.

Inform employees about changes taking place in the external and internal environment that will affect them and the organization; communicate to employees the organization's a vision and purpose.

Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organizations future intentions.

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

The arrangement or relationship of positions within an organization.

A visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication.

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

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

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

A structure having a traditional line relationship between superiors and subordinates and also specialized managers—called staff managers—who are available to assist line managers.

A structure that organizes departments into larger groups called divisions.

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

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

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

The number of subordinates who report to a particular manager.

The levels of management in an organization.

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

A small group whose members have complementary skills; have a common purpose, goals, and approach, and hold themselves mutually accountable.

A permanent, formal group that performs a specific task.

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

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