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Across
  1. 2. Objectives define what organizations, functions, departments, teams and individuals are expected to achieve.
  2. 4. Managers have to be achievers, taking personal responsibility for delivering what they are there to do
  3. 5. Divisional structure, an organization is divided into different divisions, each responsible for a specific product, service, or geographical area.
  4. 6. Democratic. A type of leadership style according to Kurt Lewin, which is a participative style and the most effective leadership.
  5. 8. FINANCIAL MANAGEMENT strategic planning, organizing, directing, and controlling of financial undertakings in an organization
  6. 9. Work objectives focused on the tasks, responsibilities, and results that an individual or team must achieve within the scope of their role or job function.
  7. 10. Decentralization involves distributing decision-making authority to lower levels.
  8. 11. ORGANIZATION is a group of people working together to achieve a common goals or set of goals.
  9. 12. Robert House. A Psychologist who developed Path-Goal Theory
  10. 13. Work Allocation: Assign tasks effectively within the team.
  11. 14. MANAGEMENT the process of deciding what to do and then getting it done through the effective use of resources.
  12. 15. Personal objective which refers to individual's personal development, growth, and improvement.
  13. 17. Supportive. it is a type of leadership behavior where you focus on relationships/ relational’.
  14. 19. MANAGEMENT Is the process of controlling the marketing aspects, setting goals, organizing the plans, and taking decisions
  15. 20. Task- oriented. A type of leadership style, which scores, is from 57 and below using a measuring scale.
  16. 21. high-performance culture is one in which striving for improved performance is a recognized way of life.
  17. 22. Performance feedback: Regularly letting employees know how they're doing at their job.
  18. 23. Laissez-faire. According to Kurt Lewin, this type of leadership style is delegative and can only be used with highly
  19. 24. Peter Drucker- He emphasized the need for systematic, purposeful, and organized discharge of tasks.
  20. 26. LPC. It can be used in measuring leadership style.
Down
  1. 1. Managing strategically involves adopting a broader and longer-term view of what needs to be done and ensuring that the activities you carry out contribute to achieving the organization’s strategic goals.
  2. 2. CONTROLLING. Process of management, which makes sure that everything is going according to plan.
  3. 3. Organogram. This places individuals in boxes that denote their job and their position in the hierarchy and traces the direct lines of authority (command and control) through the management hierarchies.
  4. 5. Strategic Management is what managers do when they look ahead at what they need to achieve in the middle or relatively distant future
  5. 6. bound In the acronym SMART, “T” stands for?
  6. 7. Contingency theory. Leader’s effectiveness depends on leadership style and favorableness of situation.
  7. 8. Vision provides a broad picture of what the future might look like.
  8. 10. Autocratic: a type of leadership where the leaders have complete power over people.
  9. 11. is often included in Organizational structures, which is a system of levels or ranks within an organization.
  10. 12. Organizing is the process of making arrangements in the form of defined or understood responsibilities and relationships to enable those people to work cooperatively together.
  11. 13. it ensures that the resources required to implement the action will be available
  12. 14. Centralization refers to decision-making being concentrated at the top levels of the organization.
  13. 16. involvement: Giving employees a say in company decisions through councils, suggestion programs, and surveys.
  14. 17. CLASSICAL THEORY: a scientific management theory which focuses in control, order, and formality
  15. 18. Managing for results is ultimately about making things happen; getting things done.
  16. 19. General Systems Theory: proposed by Ludwig von Bertalanffy; this theory views organizations as complex systems with interrelated and interdependent parts.
  17. 20. Effective leaders. They give employees clear path, removing challenges and provides guidance.
  18. 21. Means. it shows how it is expected that the vision will be realized
  19. 22. Structural flexibility is when the core of permanent employees is supplemented by a peripheral group of part-time employees, employees on short- or fixed-term contracts or subcontracted workers. This is often called a core-periphery organization.
  20. 23. Numerical flexibility happens when the numbers of employees can be quickly and easily increased or decreased in line with even short-term changes in the level of demand for labor.
  21. 25. Leadership style: relates how a leader makes decision . it also describes level of control that leader holds over decision making process and amount that they involve their team.
  22. 27. Organizational structure refers to the way an organization is designed and arranged to achieve its goals.