chapter 6

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Across
  1. 4. When employees are provided with the ability to take on responsibilities and make decisions about their jobs.
  2. 6. The statement of an organization’s fundamental purpose and basic philosophy.
  3. 7. A technique in which group members spontaneously suggest ideas to solve a problem.
  4. 10. (contingency planning) An element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, airplane crash, or even a reputation crisis.
  5. 11. Those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers.
  6. 12. Those members of an organization responsible for tactical and operational planning that will implement the general guidelines established by top management.
  7. 16. A process designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment.
  8. 17. Motivating and leading employees to achieve organizational objectives.
  9. 20. The process of evaluating and correcting activities to keep the organization on course.
  10. 21. The ability to think in abstract terms and to see how parts fit together to form a whole.
  11. 22. 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.
  12. 24. Short-range plans designed to implement the activities and objectives specified in the strategic plan.
  13. 26. The building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas.
  14. 28. Those individuals in organizations who make decisions about the use of resources and are concerned with planning, organizing, staffing, directing, and controlling the organization’s activities to reach its objectives.
  15. 29. Those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals.
  16. 30. The ability to deal with people, both inside and outside the organization.
Down
  1. 1. The structuring of resources and activities to accomplish objectives in an efficient and effective manner.
  2. 2. The president and other top executives of a business, such as the chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO), who have overall responsibility for the organization.
  3. 3. Those who supervise both workers and the daily operations of an organization.
  4. 5. Those who handle the staffing function and deal with employees in a formalized manner.
  5. 8. Those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks.
  6. 9. Those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission.
  7. 13. Those who are responsible for planning, pricing, and promoting products and making them available to customers.
  8. 14. The specialized knowledge and training needed to perform jobs that are related to particular areas of management.
  9. 15. A calendar, containing both specific and vague items, that covers short-term goals and long-term objectives.
  10. 18. The elimination of a significant number of employees from an organization.
  11. 19. The ability to influence employees to work toward organizational goals.
  12. 23. The process of determining the organization’s objectives and deciding how to accomplish them is the first function of management.
  13. 25. The ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation.
  14. 27. Hiring people to carry out the work of the organization.