An identifiable revenue-producing unit.
A sub-group of a particular function or team comprised of members from different parts of the organization.
A function that creates indirect inputs, such as finance and accounting.
An area such as accounting and marketing.
Human, financial, and material resources.
Information, human, and service resources.
Human resources, organizational competitiveness, and organizational goals.
Financial resources, top management, and organizational goals.
Management is human capital, and leadership is directing staff;
Management is getting things done, and leadership is deciding what needs to be done;
Management is getting things done, and leadership is inspiring action taken by others,
Management is a position of authority or power, and leadership is inspiring action taken by others.
Critical characteristics of an organization.
Inspiration for valuable principles of management.
Guidelines for daily action of managers.
Answers to making the right choices in management decisions.
Knowledge to help in the development and implementation of strategies.
Definitions to help in the development and implementation of good strategies.
Processes to help the organization in the development of strategies.
The purpose of developing strategies in an organization.
Leadership, management and communication.
leadership, management and strategy.
Leadership, psychology, and management.
Management, psychology and strategy.
Strategic, tactical, and operational,
Strategic, organizational design, and job design.
Job design, job enrichment, and teamwork.
Strategic, organizational design, and operational.
Forecast future conditions
Allocating human resources
The structure of an organization.
The strategies of an organization.
The environment of an organization.
The various roles in an organization.
Goals and objectives and specifies ways to achieve them.
A mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.
A strategic plan.
A tactical plan and specifies ways to achieve the goals.
Specific action steps that support the strategic plan.
Specific action steps to develop the strategic plan.
Specific action steps to implement the strategic plan.
The organization’s mission and objectives for the strategic plan.
Economic conditions, employees capabilities, and stakeholders.
Economic conditions, competitors, and customers.
Competitors, and economic and financial capabilities.
Stakeholders, community conditions and customers.
Control in behavior of the employees.
Control the accomplishment of organizational goals.
Control the accomplishment of departmental objects.
Control the actions of employees to ensure success.
Since planning provides the necessary performance standards or objectives.
Since understanding the mission of the organization requires strategic plan.
Since control techniques are budget and performance audits.
Since managers must show compliance with company policies.
In the job design.
In the chain of command.
In the operational plan.
In the tactical plan.
A collection of people is not a team
Complementary skills are found in a group but not a team
The aim and purpose of a group is to perform in the workplace
Groups are defined by their relatively small size.
The compatibility between individual and group performance
Incentives need to be aligned between individuals and groups
Match organizational goals with group goals
Ensure a reward structure for individual and group performance
To work on agendas in the context of a group
To accomplish bigger goals than any that would be possible for the individual working alone
To increase mutual cooperation between competing factions
Gather together a group of individuals and mold them into an effective team
Goals and objectives
Goals and incentives
Objectives and strategy
Incentives and strategy
Cooperating with others to serve the interests of the whole
Contributing to the reputation of an organization
Respecting organizational resources
Going well beyond the required action