Term
| Resource-Dependence Theory |
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Definition
| argues that organizations try to minimize their dependence on other organizations for the supply of important resources and try to influence the environment to make resources available. |
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| managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers. |
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Definition
an emerging alternative to resource-dependence theory.
Companies join together to become more competitive and to share scarce resources. |
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| The work process that is directly related to the organization's mission. |
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| The ultimate automated factories that link manufacturing components that previously stood alone. |
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| A manufacturing process characterized by long production runs of standardized parts. |
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| Technology characterized by simultaneous production and consumption, customized output, customer participation, intangible output, and being labor intensive. |
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| Manager observations of employee actions to see whether the individual follows desired procedures and performs tasks as instructed. |
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| The use of huge databases that combine all of the company's data and allow users to access the data directly, create reports, and obtain responses to what-if questions. |
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| A software program that presents key business information in graphical, easy-to-interpret form and alerts managers to any deviations or unusual patterns in the data. |
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| A control cycle that involves setting goals, establishing standards of performance, measuring actual performance and comparing it to standards, and changing activities as needed based on feedback. |
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| A management focus on monitoring and rewarding results rather than on how those results are obtained. |
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| A highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts; also, a set of control procedures that emphasizes a relentless pursuit of quality. |
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| The ability to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so that the organizational activities build on what is already known. |
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| Formal, systematic knowledge that can be articulated, written down, and passed on to others in documents, rules, or general instructions. |
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| Knowledge based on personal experience, rules of thumb, intuition, and judgement; knowledge that is difficult to put in writing. |
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Term
| Enterprise Resource Planning |
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Definition
| A system that collects, processes, and provides information about a company's entire enterprise. |
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| An organization that uses advanced IT to enable close coordination within the company as well as with suppliers, customers, and partners. |
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| Any business that takes place by digital process over a computer network rather than in physical space. |
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| The general perception that an organization's actions are desirable, proper, and appropriate within the environment's system or norms, values, and beliefs. |
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| The pressure to copy or model other organizations that appear to be successful. |
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Definition
| Designates formal reporting relationships, including the number of levels in hierarchy and the span of control of managers and supervisors. |
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| Structure in which the product divisions take responsibility for global operations in their specific product area. |
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| Organization structure in which both product division and functional structures (horizontal and vertical) and implemented simultaneously. |
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| A form of horizontal organization that has multiple centers, subsidiary managers who initiate strategy and innovations for the company as a whole, and unity and coordination achieved through corporate culture and shared vision and values. |
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Term
| Transaction Processing System |
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Definition
| a system that automates the organization's routine, day-to-day business transactions. |
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Definition
| Processing, receiving information |
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| The process of continually measuring products, services, and practices against tough competitors or other organizations recognized as industry leaders. |
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Term
| Customer Service Indicator |
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Definition
| Measure such things as how customers view the organization as well as customer retention and satisfaction. |
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Definition
| The lowest form of interdependence, in which work does not flow between departments. |
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Term
| Sequential Interdependence |
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Definition
| A serial form of interdependence in which the output of one operation becomes the input of another operation. |
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Term
| Reciprocal Interdependence |
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Definition
| The highest level of interdependence, in which the output of one operation is the input of a second, and the output of the second operation is the input of the first. (EX. a hospital) |
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Definition
| Technology Characterized by a fairly stable stream of activities, but the conversion process is not analyzable or well understood. |
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| Technology that tend to be complex because there is substantial variety in the tasks performed, but activities are usually handled on the basis of established formulas, procedures, and techniques. |
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| Technology characterized by high task variety, and the conversion process is not analyz-able or well understood. |
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Term
| _____ are changes in a n organization's production process that enable distinctive competence. |
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Definition
Technology Changes
*** Production Process = Technology |
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Term
| The type of change which will have direct impact on the administrative domain in an organization is called ____ change. |
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Definition
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Term
| Which of the following is NOT given as an essential element for successful change? |
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Term
| The ambidextrous approach refers to: |
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Definition
| Using different structures and management processes for creation and for implementation. |
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Term
| Corporate entrepreneurship: |
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Definition
| attempts to release the creative energy of all employees. |
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Term
| Key components of organization design contributing to successful new product innovation are: |
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Definition
| specialization, boundary spanning, and horizontal coordination. |
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Term
| In the horizontal coordination model, the ___ component means that each department involved with new products has excellent linkage with relevant sectors in the external environment. |
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Definition
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Term
| ____ means extending the search for and commercialization of new products beyond the boundaries of the industry. |
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Term
| Which of the following is not a force for culture change? |
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Definition
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Term
| When the organization development consultant brings together a group to discuss and solve problems such as conflicts, goals, decision making, or communication, the intervention technique is called: |
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Term
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Definition
| describes how decisions actually have to be made under severe time and resource constraints. |
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Term
| When Tom Smith, CEO of Food Lion reads Modern Grocer, visits other grocery stores to compare prices, and reviews daily sales figures, he is doing activities in which of the following steps of the rational approach? |
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Definition
| Monitor the decision environment |
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Term
| Which step in the rational approach immediately follows developing alternative solutions? |
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Definition
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Term
| Intuitive decision making uses ____ to make decisions. |
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Definition
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Term
| The management science model for decision making is best to use when: |
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Definition
| problems are analyzable and measurable, and parties involved agree on goals |
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Term
| A company that uses a computerized system extensively in their production process from the design stage through automatic ordering of raw materials through participation for delivery would be using which type of organizational decision making? |
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Definition
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Term
| _____ means organizations accept a satisfactory rather than a maximum level of performance, enabling them to achieve several goals simultaneously. |
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Definition
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Term
| In the garbage can model of decision making: |
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Definition
| a "choice opportunity" could explain an odd choice simply because it was time to make some decision. |
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Term
| The agreement among managers about the nature of a problem or opportunity and about which goals and outcomes to pursue is referred to as: |
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| The phenomenon known as "escalating commitment" refers to: |
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Definition
| continuing to invest time and money in a solution despite evidence of failure. |
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Term
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Definition
| changes in the values, attitudes, expectations, beliefs, and behavior of employees. |
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Term
| Product and Service Changes |
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Definition
| changes that pertain to the product or service outputs of an organization. |
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Term
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Definition
| changes in an organization's production process, including its knowledge and skill base, that enable distinctive competence. |
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Term
| Strategy and Structure Change |
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Definition
| change that pertains to the administrative domain in an organization. |
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Term
| Horizontal coordination model |
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Definition
| a model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkage. |
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Term
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Definition
| a state in which members develop a collection identity and know how to work together effectively. |
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Term
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Definition
| a culture characterized by strategic focus on the external environment through flexibility and change to meet customers needs. |
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Term
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Definition
| a culture with a primary focus on the involvement and participation of the organization's members and on rapidly changing expectations from the external environment. |
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Term
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Definition
| a culture characterized by emphasis on a clear vision of the organization's purpose and on the achievement of goals to achieve the purpose. |
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Definition
| a formal statement of the organization's values concerning ethics and social responsibility. |
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Term
| Corporate Social Responsibility |
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Definition
| (CSR) the concept of management's obligation to make choices and take action so that the organization contributes to the welfare and interest of all organizational stakeholders. |
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Term
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Definition
| a relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader. |
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Definition
| an organizational framework marked by rules and procedures, specialization and division of labor, hierarchy of authority, emphasis on technically qualified personnel, and written communications and records. |
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Definition
| the degree to which an organization has rules, procedures, and written documentation. |
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Term
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Definition
| a condition in which a substantial, absolute decrease in an organization's resource base occurs over a period of time. |
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Term
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Definition
| the use of price competition to evaluate the output and productivity of an organization or its major departments and divisions. |
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Term
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Definition
| the life cycle stage in which an organization is born and it emphasis is on creating a product and surviving in the market place. |
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Definition
| the life cycle phase in which an organization has strong leadership and begins to develop clear goals and direction. |
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Term
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Definition
| the life cycle stage that involves the instillation and use of rules, procedures, and control systems. |
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Term
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Definition
| a mature stage of the life cycle in which a red tape crisis is resolved through the development of new sense of teamwork and collaboration. |
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Term
| Bounded Rationality perspective |
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Definition
| a perspective that described how decisions are made when problems are ill-defined, numerous factors affect the decision, and time is limited. |
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Term
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Definition
| decision-making model that describes the pattern or flow of multiple decisions within an organization. |
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Term
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Definition
| the level of agreement among management about the nature of the problem or opportunity and about which goals and outcomes to pursue. |
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Definition
| organization decision making that involves making final choice based on coalition among those managers. |
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Definition
| persisting to invest time and money in a solution despite strong evidence that it is not working. |
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Term
| High formalization is associated with |
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Definition
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Term
| Which of the following is the use of rules, policies, written documentation, standardization to standardize behavior and asses behavior |
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Definition
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Term
| Clan control is most often used in: |
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Definition
| small, informal organizations with strong culture. |
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Term
| Managers at the American Red Cross are struggling with raising funds to cover expenses. Donations have been declining, many major disasters have drained funds. What would be responsible for the decline? |
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Definition
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Term
| Nordstrom's upside-down organization chart is an example of ____ being used to convey organizational culture to all employers. |
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Definition
| An organization structure |
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