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Definition
| A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved |
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| A measure of how well or productively resources are used to achieve a goal |
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Definition
1.Planning
2.Organizing
3.Leading
4.Controlling |
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Definition
| the process of identifying and selecting appropriate goals and courses of action |
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| structuring working relationships so organizational members interact and cooperate to achieve organizational goals. |
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| A formal system fo task and reporting relationships that coordinates and motivates organizational memebers so that they work together to achieve organizational goals. |
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Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in atttaining organizational goals
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| evaluating how well an organization is achieveing its goals and taking action to maintain or improve performance |
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| Middle Managers (functional) |
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Definition
| report to top managers while being in charge of relatively large departments or divisions |
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| Top Managers (general managers) |
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Definition
| responsible for performance of a whole organization or a large part of it |
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| First line Managers (team leaders supervisors) |
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Definition
| in charge of small groups of non managerial work |
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Definition
| responsible for work activities that directly affect org outputs |
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Definition
| use technical expertise to advise and support the efforts of line workers |
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Definition
| build common norms/values (announcement of shared success, office parties) |
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| motivated commitment to norms/values (award dinners,promotions, public recognition) |
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Definition
| demonstrates the unacceptable (punishment probation) |
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Definition
| deals with unexpected events and operational breakdowns, takes action during crises, resolves conflicts among subordinates, adapts to environmental changes |
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Definition
| the ability to apply a special proficiency or expertise to a perform particular tasks |
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| the ability to work well in cooperation with others |
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| the ability to think critically and analytically to solve complex problems |
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| designs and initiates change in the org. initiate improvement projects, identify new ideas, delegate idea responsibility to others |
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Definition
| develops and maintains network of external contacts |
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| set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect and organization's ability to obtain inputs and dispose of its outputs because they influence managers on a daily basis |
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Definition
| factors that make it difficult and costly for the organization to enter a particular task environment or industry |
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Definition
| purchase of inputs from foreign suppliers or the production of inputs abroad to lower production costs and improve product quality or design |
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Definition
| cost advantages associated with large operations |
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| world wide view values thrift and persistence in achieving goals, patient, ex:japan and hong kong |
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Definition
| when a kid learns attitudes, values, actions appropriate to individuals as a member of a particular culture |
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Definition
| process of what is appropriate as a member of a smaller group within a large society |
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| Strong organizational culture |
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Definition
| members share intense commitment to cultural values, beliefs, routines, and use them to achieve their goals. |
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Definition
| what an organization "says" they value |
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Definition
| what is actually valued, by custom, procedures, and rewards, ex: what artifacts really communicate and reinforce |
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Definition
the process of familiarizing new employees with the values, beliefs, and expectations of the organization
"showing them the ropes" through orientation or training |
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| Institutionalized role orientation |
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Definition
| collective tactics, formal process, sequential process(certain learning order) fixed speed, serial socialization (spec member socializes newbees) |
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Term
Attraction-Selection-Attrition Framework
(ASA framework) |
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Definition
a model that explains how cultures reflect and stem from individual personalities
-those who are similar to founders and workers will be "attracted" to the org
-leaders of org will tend to "select" similar personalities
-people who are not a good fit will be lost through "attrition" |
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Term
| ASA framework leads to what type of workforce |
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Definition
| homogeneous workforce, all similar personalities and values |
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Term
| Changing a organizational culture |
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Definition
-difficult but not impossible
-need to articulate new values and align all systems in the org
-strong leader, clear vision of what to do
-development of new work procedures and reward structures
-a organization open to learn |
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| Changing organizational culture steps process |
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Definition
first: create dissatisfaction with existing culture
1.needs assessment
2. determine executive direction
3. implementation considerations
4. training
5. evaluation of new culture |
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Term
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Definition
| decisions and actions managers take to attain a goal of an organization |
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| Corporate-level strategy (plan) |
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Definition
| strategy concerned with deciding which industries a firm should compete in and how the firm should enter or exit industries (through vertical integration) |
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| corporate-level growth strategies |
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Definition
| international expansion, diversification, vertical integration |
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| the ability to outperform rivals in one's markets |
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| 2 sources of competitive advantage |
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Definition
1.lower costs than rivals
2. ability to differentiate products/services from that of rivals |
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Definition
| customizing products and marketing strategies to specific national conditions. (helps gain local market share) |
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Definition
| increasing the number of different tasks in a given job by changing the division of labor |
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Definition
| increasing the degree of responsibility a worker has over a job |
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Definition
| each product line or business is handled by a self-contained division. |
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Definition
| job culture is willing to work with school and family, celebrate birthdays |
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Definition
| each region of a country or area of the world is served by a self contained division |
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| global geographic structure |
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Definition
managers locate different divisions in each of the world regions where the org operates
CEO1->corporate managers1->(functions) regions4 |
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Term
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Definition
| an agreement in which managers pool or share firm's resources and know-how with another company and the two firms share in the rewards and risks of starting a new venture |
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Term
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Definition
| someone in the direct line or chain of command who has formal authority over people and resources |
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