Term
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Definition
strategic
tactical
operational |
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Term
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Definition
broad statements describing where the organization wants to be in the future
decisions made by top level management |
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Term
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Definition
the results that major divisions and departments within the organization tend to achieve
decisions made my middle-level and lower-level management |
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Term
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Definition
describe specific results expected from departments, work groups, and individuals
set by lower-level and non-supervisory employees |
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Term
| criteria for effective goals |
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Definition
specific and measurable
specified time period
challenging but realistic
linked to rewards
consistent with organization mission and values |
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Term
| 4 activities for goal planning |
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Definition
setting goals
develop an action plan
review the progress
appraise the overall performance |
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Term
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Definition
| future responses to be taken in the case of emergencies, setbacks, or unexpected conditions |
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Term
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Definition
| looking at current trends and visualizing possibilities |
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Term
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Definition
the set of decisions and actions used to formulate and implement strategies
decision making by strategists
non-program
affect the entire organization |
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Term
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Definition
| a choice made from the available alternatives |
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Term
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Definition
| the process of identifying problems and opportunities and then resolving them |
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Term
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Definition
| made in response to recurring organizational problems |
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Term
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Definition
| made in response to situations that are unique, poorly defined and largely unstructured, and have important consequences for the organization |
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Term
| 4 positions on the decision-making scale |
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Definition
certainty
risk
uncertainty
ambiguity and conflict |
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Term
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Definition
| all the information the decision maker needs is fully available |
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Term
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Definition
| a decision has clear-cut goals and good information is available, but the future outcomes are subject to change |
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Term
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Definition
| managers know the goals they want to achieve, but information about alternatives and future events is incomplete |
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Term
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Definition
goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable
most difficult decision situation |
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Term
| classical decision-making model |
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Definition
problem is defined
decision maker is rational and uses logic |
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Term
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Definition
more management levels
lower span of control
more red tape
centralized decision making
more mechanistic
less use of teams
lower level of empowerment |
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Term
|
Definition
fewer levels of management
wider span of control
less red tape
decentralized decision making
more flexible
greater use of teams
higher level of empowerment |
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Term
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Definition
one best way
work specialization
job enlargement |
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Term
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Definition
formal task assigned to individuals and departments
lines of authority
span of manager's control
unity of command principle |
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Term
| types of organizational structures |
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Definition
functional
divisional
Strategic Business Units
Matrix Structure |
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Term
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Definition
a company is organized according to business activity
accounting, marketing, HR |
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Term
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Definition
company is organized according to organizational processes/outputs
Midwest division |
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Term
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Definition
| company is organized by combining similar divisions |
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Term
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Definition
dual lines of authority
violates the unity of command principle
most complex form of organizational structure |
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Term
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Definition
| when a manager passes on authority or responsibility to its subordinates |
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Term
| organizational development |
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Definition
a planned, systematic process
seeks to improve the organization's efficiency and effectiveness |
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Term
| 3 stages of organizational development |
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Definition
unfreezing
changing/intervention
refreezing |
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Term
| why do managers make bad decisions? |
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Definition
being influenced by initial impressions
justifying past decisions
seeing what you want to see
being influenced by problem framing
overconfidence |
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Term
| administrative decision-making model |
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Definition
descriptive approach
more realistic
bounded rationality
satisficing |
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Term
| political decision-making model |
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Definition
make decisions supported by others so we can build connections and relationships
coalition building/networking
resembles the real environment |
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Term
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Definition
recognition of decision requirement
diagnosis
develop alternatives
selection of desired alternative
implementation of chosen alternative
evaluation and feedback
circular |
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Term
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Definition
directive
analytic
conceptual
behavioral |
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Term
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Definition
| people in management positions have formal authority to direct and control immediate subordinates |
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Term
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Definition
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
generally leads to horizontal coordination |
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Term
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Definition
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Term
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Definition
inventor
champion
sponsor
critic |
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Term
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Definition
| create uniqueness in the minds of the consumer |
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Term
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Definition
| keeping the costs as low as possible throughout the entire supply/distribution change |
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Term
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Definition
untapped niche in the market that will yield a profit
needs and wants are currently not being met |
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Term
| Porter's 5 competitive forces |
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Definition
threat of new entrants
bargaining power of buyers
bargaining power of suppliers
threat of substitute products
intensity of competition |
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Term
| Porter's 3 Competitive Strategies |
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Definition
differentiation
cost leadership
focus strategy |
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Term
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Definition
| the set of decisions and actions used to formulate and implement strategies |
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Term
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Definition
assess external environment
assess internal environment |
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Term
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Definition
| future responses to be taken in the case of emergencies, seta |
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Term
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Definition
| looking at current trends and visualizing possibilities |
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Term
|
Definition
| responses to unimaginable occurrences |
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Term
|
Definition
strategic goals
tactical goals
operational goals |
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Term
|
Definition
broad statements describing where the organization wants to be in the future
decisions made by top level mgt |
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Term
|
Definition
goals for major divisions and departments within the org
decisions made by middle-level and lower-level mgt |
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Term
|
Definition
describe specific results expected from departments, work groups, and individuals
set by lower-level and non-supervisory employees |
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Term
|
Definition
| level 1 drives level 2, which drives level 3 |
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Term
| criteria for effective goals |
|
Definition
specific and measurable
defined time period
challenging but realistic
linked to rewards
consistent with organization mission and values |
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Term
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Definition
| general statement of values that answers what is the company's business |
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Term
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Definition
| a desired future state that the organization attempts to realize |
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Term
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Definition
recurring problems
apply rule |
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Term
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Definition
unique situations
poorly defined
unstructured
important consequences |
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Term
| innovative group decision making |
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Definition
start with brainstorming
engage in rigorous debate
avoid groupthink
know when to bail
act with speed
don't ignore a crisis |
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Term
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Definition
| visual representation of an organization's structure |
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Term
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Definition
rotate jobs or add jobs
happens when jobs lead to boredom or reduction in productivity |
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Term
| types of organizational structures |
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Definition
functional
divisional
SBUs
matrix |
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Term
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Definition
right to advise, recommend, and counsel in the staff specialists' area of expertise
communication relationship
narrower |
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Term
| steps for organizational development |
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Definition
unfreezing
changing
refreezing |
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Term
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Definition
| makes people aware of the problem and the need for change |
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Term
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Definition
retrain employees to think or act differently
if you can change attitude, you can change behavior, which results in a change in outcome |
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Term
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Definition
| reward employees for performing desired change so that it becomes permanent |
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Term
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Definition
fear of the unknown
consistency
inconsistent goals/values
lack of understanding and trust |
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Term
| approaches for improving compliance and reducing resistance |
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Definition
force change
educative
self-interest |
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Term
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Definition
| separate small, highly autonomous, secretive group that focuses on breakthrough ideas for the business |
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Term
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Definition
technique for determining which forces drive a proposed change and which forces restrain it
use to change from traditional to JIT inventory system |
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