1. the process of completing tasks effectively and efficiently through the effort of others; coordinating resources in order to accomplish an organization’s goals; carried out by a supervisor, manager or a management team

2. Management

3. conduct the management process; set goals for the business; guide the activities of the business; keep the business moving toward its goals; make things happen, but do not usually perform actual jobs in departments or businesses; responsible for seeing the work gets done

4. Supervisors and Managers

5. the primary activity a supervisor or manager performs; composed of the basic management functions; it is the key to completing a task effectively and efficiently

6. The Management Process

7. means doing the task right; the ability to do something well or achieve a desired result without wasted energy or effort; refers to the relationship between inputs and outputs

8. Efficiency

9. means doing the right task; translates into obtaining business goals; is not always efficient

10. Effectiveness

11. maintains total control over the entire operation; works in situations where employees are untrained, inexperienced or involved in a crisis

12. Power-oriented Style

13. keeps the operation running smoothly rather than accomplishing other goals; appropriate in middle management in large corporations

14. Routine-oriented Style

15. open to new ideas and seeks out employee suggestions; most effective in situations where the manager is dealing directly with employees who are producing the work

16. Achievement-oriented Style

17. occurs when a manager closely controls the work of their employees; involves the manager or supervisor controlling every step of a process with little employee freedom

18. Micromanagement

19. the pieces which compose the management process; the key steps which must be completed in order to achieve an organization’s goals; the major responsibilities or tasks of a supervisor

20. Management Functions

21. involves defining an organization’s goals, objectives, strategies and chain of command; should be realistic, comprehensive and flexible

22. Planning

23. involve long-term goals and discuss what a business wants to achieve in three to five years; do not include a target date

24. Strategic Plans

25. involve mid-range objectives, help ensure the accomplishment of strategic goals, and are built on specific objectives with target dates

26. Tactical Plans

27. focus on a company’s everyday activity and promote the success of tactical and strategic plans

28. Operational Plans

29. involves dividing the work into manageable segments in order to achieve goals

30. Organizing

31. should be completed to fulfill the employment needs of your company; involves determining how many of what type of employees are needed

32. Staffing

33. involves directing and coordinating employees, motivating employees, directing activities and communicating with employees

34. Leading

35. the process comparing your expected results with your actual performance

36. Controlling

37. anticipates and prevents undesirable outcomes

38. Preventative Control

39. takes place while an activity is in progress so problems can be corrected before they get out of hand

40. Concurrent Control

41. provides feedback after an activity is completed in order to prevent further deviations

42. Corrective Control

43. based on the ultimate goals of a business; set specialized goals

44. Standards

45. should be taken if there are significant differences between planned output and actual output

46. Corrective Action