Across
- 4. When employees are provided with the ability to take on responsibilities and make decisions about their jobs.
- 6. The statement of an organization’s fundamental purpose and basic philosophy.
- 7. A technique in which group members spontaneously suggest ideas to solve a problem.
- 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.
- 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.
- 12. Those members of an organization responsible for tactical and operational planning that will implement the general guidelines established by top management.
- 16. A process designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment.
- 17. Motivating and leading employees to achieve organizational objectives.
- 20. The process of evaluating and correcting activities to keep the organization on course.
- 21. The ability to think in abstract terms and to see how parts fit together to form a whole.
- 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.
- 24. Short-range plans designed to implement the activities and objectives specified in the strategic plan.
- 26. The building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas.
- 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.
- 29. Those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals.
- 30. The ability to deal with people, both inside and outside the organization.
Down
- 1. The structuring of resources and activities to accomplish objectives in an efficient and effective manner.
- 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. Those who supervise both workers and the daily operations of an organization.
- 5. Those who handle the staffing function and deal with employees in a formalized manner.
- 8. Those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks.
- 9. Those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission.
- 13. Those who are responsible for planning, pricing, and promoting products and making them available to customers.
- 14. The specialized knowledge and training needed to perform jobs that are related to particular areas of management.
- 15. A calendar, containing both specific and vague items, that covers short-term goals and long-term objectives.
- 18. The elimination of a significant number of employees from an organization.
- 19. The ability to influence employees to work toward organizational goals.
- 23. The process of determining the organization’s objectives and deciding how to accomplish them is the first function of management.
- 25. The ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation.
- 27. Hiring people to carry out the work of the organization.