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| is the process of setting objectives and determining what should be done to accomplish them |
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| are specific results that one wishes to achieve |
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| is comprehensive and addresses longer term needs and directions of the organization |
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| is of limited scope and addresses activities to implement strategic plans |
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| communicates broad guidelines for decisions and actions |
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| describes exact rules to be followed in specific situations |
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| is a single use plan for accomplishing a specific set of tasks |
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| is a plan that commits resources to projects or activities |
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| allocates resources to a project or activity as if it were brand new |
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| involves comparing the costs and benefits of each potential course of action |
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| involves choosing the first satisfactory alternative that appears |
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| is the tendency to continue to pursue a course of action, even though it is not working |
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| is familiar, straightforward, and clear in its information requirements |
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| involves ambiguities and information deficiencies |
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| is an unexpected problem that can lead to disaster if not resolved quickly and appropriately |
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| offers complete information on possible action alternatives and their consequences |
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| lacks complete information, but offers probabilities of the likely outcomes for possible action alternatives |
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| is so poor in information that it is difficult to assign probabilities to the likely outcomes of alternatives |
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| is an attempt to predict future outcomes |
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| identifies alternative courses of action that can be taken if and when circumstances change with time |
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| identifies alternative future scenarios and makes plans to deal with each |
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| uses external comparisons to gain insights for planning |
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| includes the people who will be affected by plans and/or asked to help implement them |
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| comes from operating in successful ways that are difficult to imitate |
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| is a comprehensive plan that sets direction and guides the allocation of resources to achieve long term objectives |
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| is the process of formulating and implementing strategies |
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| of an organization is its reason for existence as a supplier of goods and services to society |
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| are those directly affected by an organization and its accomplishments |
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| is the predominate value system for the organization as a whole |
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| are specific results that organizations try to accomplishment |
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| examines organizational strengths and weaknesses and environmental opportunities and threats. strengths, weaknesses, opportunities, threats |
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| is a special strength that gives an organization a competitive advantage |
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| sets long term direction for the total enterprise |
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| identifies how a division or strategic business unit will compete in its product or service domain |
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| guides actives within one specific area of operations |
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| involves expansion of the organization's current operations |
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| involves reducing the scale of current operations |
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| maintains the present course of action |
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| organizations join together in partnership to pursue an area of mutual interest |
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| strategically uses the internet to gain competitive advantage |
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| approach seeks the best mix of investments among alternative business organizations |
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| analyzes business opportunities according to market growth rate and market share |
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| offers products that are unique or different from the competition |
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| seeks to operate with lower costs than competitors |
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| focused differentiation strategy |
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| offers a unique product to a specific market segment |
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| strategy seeks the lowest costs of operations within a special market segment |
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| is the system of control and performance monitoring of top management |
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| enthuses people to continuously change, refine, and improve strategies and their implementation |
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| is a dynamic, risk taking, creative, and growth oriented behavior |
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| pursues opportunities in risk situations |
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| has fewer than 500 employees, is independently owned, and does not dominate its industry |
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| is entrepreneurial behavior displayed by people or subunits within large organizations |
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| is the process of measuring performance and taking action to ensure desired results |
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| measures performance results in terms of quantity, quality, cost or time |
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| measure work efforts that go into a performance task |
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| focuses managerial attention on substantial differences between actual and desired performance |
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| ensures that the right directions and resources are available before work begins |
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| focuses on what happens during the work process |
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| takes place after an action is completed |
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| occurs though self discipline and self control |
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| occurs though direct supervision or administrative systems |
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| is the act of influencing behavior though reprimand |
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| ties reprimands to severity and frequency of behavior |
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| economic order quantity (EOQ) |
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| method orders a fixed number of items every time an inventory level falls to a predetermined point |
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| just in time scheduling (JIT) |
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| schedules materials to arrive at a work station or facility just in time to be used |
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| involves checking processes, material, products, or service to ensure that they meet high standards |
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| management by objectives (MBO) |
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| is a process of joint objective setting between a superior and subordinate |
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| is the process of arranging people and resources to work toward a common purpose |
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| is a system of tasks, reporting relationships, and communication linkages |
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| is the official structure of the organization |
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| is the set of unofficial relationships among an organizations members |
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| groups together people with similar skills who perform similar tasks |
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| functional chimneys problem |
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| is a lack of communication and coordination across functions |
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| groups together people who work on the same product, work with similar customers, or work in the same area or processes |
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| combines functional and divisional approaches to emphasize project or program teams |
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| uses permanent and temporary cross functional teams to improve lateral relations |
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| consists of a central business core that works with networks of outside suppliers and service contractors |
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| boundaryless organization |
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| eliminates internal boundaries among parts and external boundaries with the external environment |
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| is a shifting network of strategic alliances that are engaged as needed |
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| links all persons with successively higher levels of authority |
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| is the number of subordinates reporting directly to a manager |
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| is the process of distributing and entrusting work to other people |
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| is the concentration of authority for most decisions at the top level of an organization |
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| is the dispersion of authority to make decisions throughout an organization |
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| is the system of shared beliefs and values that develop within an organization and guides the behavior of its members |
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| are underlying beliefs shared by members of the organization and that influence their behavior |
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| uses symbols to establish and maintain a desired organizational culture |
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| multicultural organization |
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| is based on pluralism and operates with respect for diversity in the workplace |
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| is the process of aligning structures and cultures to best serve mission, strategy and objectives |
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| is an organizational form based on logic, order, and formal authority |
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| has centralized authority, many rules and procedures, a clear cut division of labor, narrow spans of control, and formal coordination |
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| is decentralized with fewer rules and procedures, more open divisions of labor, wide spans or control, and more personal coordination |
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| is a work unit or smaller component within a larger organization |
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| is the degree of difference between subsystems in an organization |
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| is the level or coordination achieved between subsystems in an organization |
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| is a related group of tasks that together create a value for the customer |
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| systematically analyzes work processes to design new and better ones |
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| identifies and evaluates core processes for their performance contributions |
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| the ability to influence a group towards the achievement of a set of goals |
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| theories that consider personal qualities and characteristics that differentiate leaders from non leaders |
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| theories proposing that specific behaviors differentiate leaders from non leaders |
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| the theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader |
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| inspires followers to transcend self interest for the good or the organization |
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(type of transformational) charismatic leaders are those leaders who, by force of their own personal abilities, are capable of having a profound and extraordinary effect on followers
characteristics are: self confidence, dominance, moral conviction, charisma |
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| the ability of one person trying to influence another |
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| the degree that B depends on A, effects the power A has over B |
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| when a person makes a judgment and despite their own judgment, follows the judgment of somebody else |
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| the process of affecting thoughts, behaviors, and feelings of another person |
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| when a person modifies their judgment to become reasonably consistent with another persons judgment (sway to influence) |
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| the right to influence another person |
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| when a person suspends ones own judgment and accepts the judgment of someone else (has to be granted, can change) |
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| dictated by the organization or formal position |
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| (formal) give or withhold puninshment |
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(formal)give rewards
downside: expect reward, dependency, loss of reward= no power
inequitable treatment reduces positive feelings for an organization |
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(formal) derived from access to and control over information can yield a lot of power. downside- not recipe for managerial success, no collaboration or sharing of information
the more you possess the more problems you can solve, the more others depend on you |
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| access to resources gives employees power |
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| expert, referent, network, charismatic |
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| superior ability or expertise, generally promoted up hierarchy,: informal goes to formal or they choose not to turn informal to formal: ex rocket scientist |
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| from being liked, admired, respected, liked because of who they are, not their expert power. ex: opera! book club |
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| centrality, linkages, certain individuals in an organizational environment gain power by linking departments though networking |
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| intense form of referent power- from individuals personality or abilities, get people to follow them (usually have enormous power) more powerful than other people downside: ethics |
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| can increase power by sharing it with others, empowering followers creates more power downside: lose control, can backfire |
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| influence tactics, how you translate power bases into actions |
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| ones authority position, organizational policy |
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| logical arguments backed up by evidence |
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| use emotion to get people to follow you |
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| asking for a persons say in decision |
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| group, everyone agrees, don't be one who doesn't |
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| political behaviors to increase power |
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| process of how one tries to manipulate or control how others see them |
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| those judging organization will do it in the right light, good impression, ex. press release |
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| the impression the individual is making |
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