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| The pursuit of lucrative opportunities by enterprising individuals |
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| A business having fewer than 100 employees, independtly owned and operated, not dominant in its field, and not characterized by many innovative practices. |
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| A new business having growth and high profitability as primary objectives. |
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| An individual who establishes a new organization without the benefit of corporate sponsorship. |
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| New-venture creators working inside big companies. |
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| An entrepreneurial alliance between a franchisor (an innovator who has created at least one successful store and wants to grow) and a franchisee (a partner who manages a new store of the same type in a new location). |
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| Charging fees for goods and services |
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| Advertising support model |
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| Charging fees to advertise on a site |
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| Charging fees to bring buyers and sellers together |
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| Charging fees to direct site visitors to other companies' sites. |
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| Charging Fees for site visits |
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| As you head down a road, unexpected opportunities begin to appear. |
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| Protected environments for new, small businesses |
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| Intial Public Offering (IPO) |
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| Sale to the public, for the first time, of federally regidtered and underwritten shares of stock in the company. |
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| NA descritption of the good or service, an assesment of the opportunity, an assesment of the entrepreneur, specification of activites and resources needed to translate your idea into a viable business, and your sources of capital. |
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| A formal planning step that focuses on the entire venture and describes all the elements involved in starting it. |
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| People's judgment of a company's acceptance, appropriateness, and desirablility, generally stemming from company goals and methods that are consistent with societal values. |
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| A competitive advantage fromrelationships with other people and the image other people have of you. |
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| A project team designated to produce a new, innovative product. |
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| Informal work on projects, other than those officially assigned, of employees' own choosing and initiative. |
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| Entrepreneurial Orientation |
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| The tendancy of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services. |
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| Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organizations advantage. |
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| Metaphor for an invisible barrier that makes it difficult for women and minorities to rise above a certain level in the organization. |
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| Conduct of a sexual nature that has negative consequences for employment. |
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| Special efforts to recruit and hire qualified members of groups that have beendiscriminated against in the past. |
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| An organization that has a low degree of structural integration, employing few women, minorities, or other groups that differ from the majority, and thus has a highly homogeneous employee population. |
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| An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds. |
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| Multicultural Organization |
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| An organization that values cultural diversity and seeks to utilize and encourage it |
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| Higher-level managers who help ensure that high-potential people are introduced to top management and socialized into norms and values of the organization. |
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| Parent-company nationals who are sent to work at a foreign subsidiary |
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| Natives of the country where an overseas subsidiary is located. |
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| Natives of a country otherthan the home country or the host country of an overseas subsidiary |
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| A foreign national brought in to work at the parent company. |
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| The tendacy to judge others by the standards of ones group or culture, which are seen as superior. |
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| The disorientation and stress associated with being in a foreign environment. |
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| The transmission of information and meaning from one party to another through the use of shared symbols |
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| A process in which information flows in only one direction-from the sender to the receiver, with no feedback loop. |
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| A process in which information flows in two directions--the reciever provides feedback, and the sender is receptive to the feedback |
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| The process of receiving and interpreting information |
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| The process of withholding, ignoring, or distorting information. |
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| A set of internet-based applications that encourage user-provided content and collaboration. |
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| A mobile office in which people can work anywhere, as long as they have the tools to communicate with custmers and colleagues |
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| The degree to which a communication channel conveys information |
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| Process by which a person states what he or she believes the other person is saying. |
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| Information that flows from higher to lower levels in the organizations hierarchy |
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| Dialogue with a goal of helping another be more effective and achieve his or her full potential on the job. |
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| Practice of sharing with employees at all levels of the organization vital information previously meant for management's eyes only. |
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| Information that flows from lower to higher levels in the organizations hierarchy |
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| Information shared among people on the same hierarchical level |
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| Informal communication network. |
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| Boundaryless Organization |
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| Organization in which there are no barriers to information flow |
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| Process of clarifying the key technologies on which an organization depends. |
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| The question an organization asks itself about wherther to acquire new technology from an outside source or develop it itself |
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| A focused organizational effort to create a new product or process via technological advances. |
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| An approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees' interpersonal relationships and other human aspects of work. |
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| Organization Development (OD) |
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| The systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness. |
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| Realizing that current practices are inappropriate and that new behavior must be enacted. |
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| The difference between actual performance and desired performance |
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| An approach to implementing Lewin's unfreezing/moving/refreezing model, involving identifying the forces that prevent people from changing and those that will drive people toward change. |
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| Strengthening the new behaviors that support the change. |
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| The question an organization asks itself about whether to acquire new technology from an outside source or develop it itself |
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| Develops the new technology or has has the skills needed to install and operate the technology. |
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| Person who promotes the new technology throughout the organization to gain support and acceptance |
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| Three-stage model for motivating people to change |
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| unfreezing/moving/refreezing |
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| anticipating and preparing for an uncertain future |
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| The extent to which a society accepts the unequal distribution of power in organizations |
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| Two reasons for new business failure |
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-risk
-economic environment |
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| 5 key factors in a good business plan |
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Definition
-the people
-the opportunity
-the competition
-the context
-the risk and reward |
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| Create a sense of urgency |
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| Create a guiding coalation |
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| Develop a communicate a vision and strategy |
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| Consolidate gains and produce more change |
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| Anchor the new approaches in company culture |
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| Monitor progress and adjust vision as needed |
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