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"nonprogrammed decisions operational planning organizing participative leaders planning power programmed decisions referent power reward power situational leadership strategic planning supervisory (first-line) management tactical planning technical skills top management Responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision-making. The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans. The process of coordinating and allocating a firm’s resources in order to carry out its plans. Leaders who share decision-making with group members and encourage discussion of issues and alternatives; includes democratic, consensual, and consultative styles. The process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done; and determining who should do it. The ability to influence others to behave in a particular way. Decisions made in response to frequently occurring routine situations. Power that is derived from an individual’s personal charisma and the respect and/or admiration the individual inspires. Power that is derived from an individual’s control over rewards. Selecting a leadership style based on the maturity and competency level of those who will complete the task. The process of creating long-range (one to five years), broad goals for the organization and determining what resources will be needed to accomplish those goals. Managers who design and carry out operation plans for the ongoing daily activities of the firm. The process of beginning to implement a strategic plan by addressing issues of coordination and allocating resources to different parts of the organization; has a shorter time frame (less than one year) and more specific objectives than strategic planning. A manager’s specialized areas of knowledge and expertise, as well as the ability to apply that knowledge. The highest level of managers; includes CEOs, presidents, and vice presidents, who develop strategic plans.\n\nSummary of Learning Outcomes 6.1 The Role of Management 1. What is the role of management? Management is the process of guiding the development, maintenance, and allocation of resources to attain organizational goals. Managers are the people in the organization responsible for developing and carrying out this management process. The four primary functions of managers are planning, organizing, leading, and controlling. By using the four functions, managers work to increase the efficiency and effectiveness of their employees, processes, projects, and organizations as a whole. 6.2 Planning 2. What are the four types of planning? Planning is deciding what needs to be done, identifying when and how it will be done, and determining who should do it. Managers use four different types of planning: strategic, tactical, operational, and contingency planning. Strategic planning involves creating long-range (one to five years), broad goals and determining the necessary resources to accomplish those goals. Tactical planning has a shorter time frame (less than one year) and more specific objectives that support the broader strategic goals. Operational planning creates specific standards, methods, policies, and procedures that are used in specific functional areas of the organization. Contingency plans identify alternative courses of action for very unusual or crisis situations."