The primary function of management is to make decisions and achieve organizational goals.

The P-O-L-C framework stands for Planning, Organizing, Leading, and Controlling.

SWOT analysis is used to evaluate internal strengths and weaknesses, as well as external opportunities and threats in management.

Delegation involves assigning tasks and responsibilities to others in management.

The primary goal of strategic management is to achieve a sustainable competitive advantage.

Performance appraisal is used to evaluate employee performance and provide feedback in management.

Organizational culture refers to the shared values, beliefs, and practices within an organization in management.

Change management aims to facilitate smooth transitions and help organizations adapt to change.

A mission statement in management defines the organization's purpose and values.

The SMART criteria in goal-setting involve setting specific, measurable, achievable, relevant, and time-bound goals in management.

Transactional leadership focuses on exchanging rewards and punishments for performance in management.

Organizational structure in management refers to the formal arrangement of tasks, roles, and reporting relationships.

SWOT analysis in strategic planning helps identify internal strengths and weaknesses, as well as external opportunities and threats.

Benchmarking in management involves comparing organizational processes and performance to industry best practices.

Servant leadership in management focuses on serving and empowering others to achieve their best.

Contingency planning in management involves planning for unexpected events and developing alternative courses of action.

Herzberg's Two-Factor Theory in motivation management identifies factors that lead to job satisfaction and dissatisfaction.

The democratic leadership style in management involves participative decision-making with input from team members.

Span of control in management refers to the number of subordinates a manager can effectively supervise.

The Delphi Technique in decision-making involves gathering opinions from experts anonymously to reach a consensus in management.

The autocratic leadership style in management involves centralized decision-making with little input from subordinates.

A strategic alliance in management refers to collaboration between organizations to achieve mutual goals.

Theory X and Theory Y in management help understand different assumptions about employee motivation and behavior.

The laissez-faire leadership style in management involves minimal interference, allowing subordinates to make decisions.

Cognitive dissonance in management refers to the discomfort experienced when holding conflicting beliefs or attitudes.

Maslow's Hierarchy of Needs in motivation management identifies and prioritizes human needs to understand motivation.

Crisis management in organizations focuses on preparing for and responding to unexpected events.

Benchmarking in management involves comparing organizational processes and performance to industry best practices.

Contingency theory in management recognizes that no one management style is suitable for all situations.

Outsourcing in management involves contracting out business processes, such as manufacturing or customer support, to external providers.

Total Quality Management (TQM) in organizations focuses on the continuous improvement of processes and products.

Emotional intelligence in management refers to recognizing and managing one's emotions and the emotions of others.

The Six Sigma methodology in management aims to reduce defects and improve process quality.

The Theory of Constraints in operations management focuses on identifying and alleviating bottlenecks in processes.

The supply chain in management refers to the network of activities involved in producing and delivering goods to customers.

Span of management refers to the number of subordinates directly reporting to a manager in organizational structure.

The Deming Cycle (PDCA) in management involves continuous improvement through Plan, Do, Check, Act cycles.

The BCG Matrix in strategic management focuses on portfolio analysis for businesses' product lines.

Organizational development in management involves systematic efforts to improve organizational effectiveness and employee well-being.

The Fishbone Diagram (Ishikawa) in management is used to identify potential causes of a problem in a visual representation.

The Just-In-Time (JIT) inventory system in operations management focuses on minimizing inventory levels and waste.

Strategic planning in management involves defining an organization's direction and making decisions on allocating its resources.

Force Field Analysis in change management is used to identify and analyze forces for and against change in an organization.

Maslow's Hierarchy of Needs in organizational behavior focuses on understanding the psychological needs that motivate human behavior in the workplace.

Benchmarking in management involves comparing organizational processes and performance to industry best practices.

The primary goal of talent management in human resources is attracting, developing, and retaining high-potential employees.

Cognitive diversity in team management refers to differences in thought processes, perspectives, and problem-solving approaches within a team.

Strategic fit in management refers to the alignment between an organization's strategy and its external environment.

The Gantt Chart in project management is used to visualize project timelines and task dependencies.

Job enrichment in management involves designing jobs to provide employees with more challenging and meaningful work.

Theory Z management style focuses on integrating elements of Japanese and American management practices.

Workforce diversity in management encompasses differences in age, gender, ethnicity, and other characteristics within the workforce.

The Pareto Principle (80/20 Rule) in management identifies the vital few factors that contribute to the majority of outcomes.

The Myers-Briggs Type Indicator (MBTI) in organizational psychology assesses personality preferences based on four dichotomies.

Workforce planning in management involves identifying and addressing future workforce needs.

Tuckman's Stages of Group Development in team management describe the stages of forming, storming, norming, performing, and adjourning.

The primary focus of SWOT analysis in strategic management is assessing internal strengths and weaknesses, as well as external opportunities and threats.

Cultural competency in management is the ability to work effectively across different cultures.

The Likert Scale in organizational research is used for measuring attitudes and opinions on a scale with multiple response options.

Corporate governance in management involves the system of rules, practices, and processes by which a company is directed and controlled.