Type of manager that threatens employees to work towards a goal. They may be characterized as tough and rude.

Type of manager that neither follows any strategy nor prepares for any situation or task and usually ends up with inconsistent results. They have the ability to make people feel at ease but this over-friendliness usually hinders his/her leadership decisions.

Type of manager that thinks only of himself. They are not a team player and usually work for personal gain or interest. This leads to unhealthy competition instead of cooperation and teamwork.

Type of manager that is open to change and personal growth. However, they may be very mechanical and mainly concentrate on facts and figures.

Type of manager that wants to please everyone and make the team members happy. They are described to be timid and avoid any confrontation with anyone, especially from members of his/her team.

Type of manager that possesses the good qualities of the other types of managers.

A management function wherein managers identify and select the company's goals and determine the corresponding courses of action to achieve them.

Refers to structuring the business organization in such a way that employees are grouped together to perform jobs or tasks. It ensures that employees are able to perform efficiently and coordinate effectively to achieve the company's goal.

Managers help the company achieve its objectives by motivating their subordinates to perform the tasks assigned to them. In addition, they ensure the employee's commitment to the organization.

Requires managers to identify any deviations from the strategies and methods used in attaining the company's objectives. Then, they implement corrective actions to maintain or improve performance.

Level of management that is responsible for determining and implementing strategic, long-term decisions for the company.

Assigned to supervise specific units or departments within the company and are highly specialized in managing the tasks and operations of their assigned units. They are also responsible for carrying out the decisions made by the top-level management and applying them to their units.

Also called "frontline managers" or "supervisors". These managers directly oversee employees or workers and are responsible with carrying out the decisions communicated by middle managers. They also oversee the daily operations and handle routine administrative tasks.

Performs social, inspirational, legal, and ceremonial duties

At the heart of the manager-subordinate relationship and managerial power

Builds and maintains relationships with other companies

Manager relays information to other groups and entities outside of the company

Manager designs and initiates new opportunities for the company

Manager steps in to deal with unexpected consequences, evaluate the situation, rellocate resources, and provide adequate support to the company.

Manager oversees and controls resource allocation by evaluating major decisions involving resources

Manager takes charge of communicating and negotiating with other organizations, and even among the members of the company

Refers to the manager's ability to analyze a particular situation, identify new opportunities and resources

Manager's capacity to motivate, lead, and control the behavior of his or her subordinates

Specific competencies that a manager should have in relation to the type of task assigned to him or her

Consists of elements that have a direct impact on business operations. They are directly controlled and can be freely modified by the firm itself.

Consists of factors that have indirect but significant influence on the operations of the business. These factors, however, cannot be controlled by the firm.

Also known as the "operating environment". They have direct relevance to business operations but are uncontrollable to a certain extent.

Also known as the "general environment". The factors in this environment are beyond the control of the firm but are important determinants of success.

Companies gather information on the external environment by conducting?

The actual monitoring and evaluation of information from the external and internal environments of a business organization

Considers the elements of a firm's internal and external environment in formulating business plans and decisions. This includes SWOT and PEST analyses.

Not often done and is usually applicable only during a crisis situation

Usually done at least once a year or at regular intervals

Continuous collection of data on a broad range of environmental factors. It is also referred to as continuous learning done to monitor the components of an organization's internal environment.

Company's attributes that give a competitive edge over others

Company's attributes that needs to be improved

Factors or events that can give a positive impact to the company if properly addressed

External factors that may negatively impact the company

Includes laws, regulations, and restrictions that may intervene or affect the company's business course

Factors that directly affect the capability of business to generate profits.

Includes the demographic aspects such as age, group affiliation, religion, civil status, and the economic status of consumers.

Includes research and development activities, automation, licensing, patenting, technological shifts, and outsourcing decisions.

The economic phase wherein trade is mainly mentioned

The economic phase, wherein Luddites and inventions are made

The economic phase, wherein the rise of middle class and high income occured

The economic phase, wherein the internet and technology were implemented for easy communication

The economic phase, wherein trends and sustainability were given emphasis

Form of business organization wherein it is owned by one person who handles all the day-to-day activities of the business.

A type of business organization in which two or more members agree on the method of decision making and profit-and-loss sharing.

A type of business organization in which it is owned by five to fifteen owners called shareholders and enjoys a personality distinct from its owners.

Engaged in carrying out the operations of the main office in the host country.

Deals directly with the clients of the parent company

Supervises and coordinates its subsidiaries, affiliates, and branches in the region

Provides services, like administration, planning, and so on, to its affiliates, subsidiaries, and branches in the Philippines