Term
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Definition
| process by which managers respond to opportunities and threats by analyzing options and making determinations about organizational goals and courses of action |
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Term
| PROGRAMMED DECISION MAKING |
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Definition
routine situation
previously occurred
alternatives familiar |
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Term
| NON-PROGRAMMED DECISION MAKING |
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Definition
unique situation
unstructured/poorly structured
poorly defined |
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Term
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Definition
| feelings, beliefs, hunches that come readily to mind, which result in on-the-spot decisions |
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Term
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Definition
| decision that takes time and effort to make and results from careful information gathering, generation of alternatives, and evaluation of alternatives |
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Term
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Definition
| prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action |
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Term
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Definition
| the most appropriate decision in light of what managers believe to be the most desirable outcome |
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Term
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Definition
| March and Simon - approach that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions |
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Term
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Definition
| limitations that constrain one's ability to interpret, process, and act on information (part of Administrative Model) |
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Term
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Definition
| part of Administrative Model |
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Term
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Definition
| the degree of probability that the possible outcomes of a particular course of action will occur (administrative model) |
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Term
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Definition
| info that can be interpreted in multiple and often conflicting ways (Administrative model) |
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Term
| TIME CONSTRAINTS AND INFORMATION COSTS |
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Definition
| part of Administrative model |
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Term
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Definition
| searching for and choosing an acceptable, or satisfactory, response to problems and opportunities, rather than trying to make the best decision |
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Term
| STEPS IN DECISION-MAKING PROCESS |
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Definition
1)identify problem/opportunity
2)think up alternative solutions
3)evaluate alternatives and select best solution
4)implement chosen solution
5)evaluate chosen solution |
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Term
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Definition
legal
ethical
economical
practical |
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Term
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Definition
| pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision |
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Term
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Definition
| critical analysis of a preferred alternative, made in response to challenges raised by a group member who, playing the role of devil's advocate, defends unpopular or opposing alternatives for the sake of argument |
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Term
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Definition
| process through which managers seek to improve employees' desire and ability to understand and manage the organization and its task environment |
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Term
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Definition
| managers try to maximize the ability to think and behave creatively and thus maximize the potential for organizational learning to take place |
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Term
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Definition
| decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action |
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Term
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Definition
| the implementation of creative ideas in an organization |
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Term
| 5 PRINCIPLES FOR CREATING A LEARNING ORGANIZATION |
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Definition
personal mastery
complex mental models
team learning
building a shared vision
systems thinking |
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Term
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Definition
| group problem solving technique to generate and debate a wide variety of alternatives from which to make a decision |
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Term
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Definition
| loss of productivity in brainstorming sessions due to the unstructured nature of brainstorming |
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Term
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Definition
| group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives |
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Term
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Definition
| group members do not meet face-to-face but respond in writing to questions posed by the group leader |
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Term
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Definition
| individual who notices opportunities and decides how to mobilize the resources necessary to produce new and improved goods and services |
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Term
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Definition
| manager, scientist, or researcher who works inside an organization and notices opportunities to develop new or improved products and better ways to make them |
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Term
| CHARACTERISTICS OF ENTREPRENEURS |
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Definition
| openness to experience, internal locus of control, high self-esteem, high need for achievement |
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Term
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Definition
| manager who takes "ownership" of a project and provides the leadership and vision that take a product from the idea stage to the final customer |
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Term
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Definition
| group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products |
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Term
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Definition
| cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals |
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Term
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Definition
| broad declaration of an organization's purpose that identifies products and customers and distinguishes the organization from its competitors |
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Term
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Definition
1)determining mission and goals
2)formulating strategy
3)implementing strategy |
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Term
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Definition
corporate
business
functional |
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Term
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Definition
| intended duration of a plan |
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Term
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Definition
| used in situations in which programmed decision making is appropriate |
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Term
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Definition
| developed to handle non-programmed decision making in unusual or one-of-a-kind situations |
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Term
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Definition
| learning tool that raises the quality of the planning process and can bring real benefits to an organization |
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Term
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Definition
| ability of the CEO and top managers to convey a compelling vision of what they want the organization to achieve to thier subordinants |
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Term
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Definition
| strenths, weaknesses, opportunities, threats |
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Term
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Definition
| Michael Porter - 5 most important competitive forces (potential threats) |
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Term
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Definition
| rivalry, entry into industry, large suppliers, large customers, substitute products |
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Term
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Definition
| permanent, ongoing, intense competition brought about in an industry by advancing technology or changing customer tastes |
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Term
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Definition
| driving the organization's costs down below the costs of it rivals |
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Term
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Definition
| distinguishing an organization's products from the products of competitors on dimensions such as product design, quality, or after-sales service |
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Term
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Definition
| expanding a company's operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells it products |
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Term
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Definition
| expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services |
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Term
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Definition
| entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses |
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Term
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Definition
| performance gains that result when individuals and departments coordinate their actions |
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Term
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Definition
| selling the same standardized product and using the same basic marketing approach in each national market |
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Term
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Definition
| customizing products and marketing strategies to specific national conditions |
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Term
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Definition
| making products at home and selling them abroad |
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Term
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Definition
| selling products at home that are made abroad |
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Term
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Definition
| allowing a foreign organization to take charge of manufacturing an distributing a product in its country or world region in return for a negotiated fee |
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Term
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Definition
| selling to a foreign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and share of the profits |
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Term
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Definition
| an agreement in which managers pool or share resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture |
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Term
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Definition
| strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business |
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Term
| WHOLLY OWNED FOREIGN SUBSIDARY |
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Definition
| production operations established in a foreign country independent of any local direct involvement |
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Term
| HENRI FAYOL QUALITIES OF A PLAN |
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Definition
| unity, continuity, accuracy, flexibility |
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Term
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Definition
| formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals |
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Term
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Definition
| process by which managers make specific organizing choices that result in a particular kind of organizational structure |
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Term
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Definition
| managers design organizational structures to fit the factors or circumstances that are affecting the company the most and causing them the most uncertainty |
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Term
| FACTORS AFFECTING ORGANIZATIONAL STRUCTURE |
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Definition
organizational environment
strategy
technology
HR |
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Term
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Definition
| process by which managers decide how to divide tasks into specific jobs |
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Term
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Definition
| process of reducing the number of tasks that each worker performs |
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Term
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Definition
| increasing number of different tasks in a given job by changing the division of labor |
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Term
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Definition
| inreasing the degree of responsibility a worker has over his or her job |
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Term
| HACKMAN AND OLDHAM CHARACTERISTICS OF HOW MOTIVATING A JOB IS |
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Definition
skill variety
task identity
task significance
autonomy
feedback |
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Term
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Definition
| composed of all the departments tha an organization requires to produce its goods or services |
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Term
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Definition
| composed of separate business units within which are the functions that work together to produce a specific product for a specific customer |
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Term
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Definition
| each product line or business is handled by a self-contained division |
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Term
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Definition
| each region of a country or area of the world is seved by a self-contained division |
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Term
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Definition
| each kind of customer is erved by a self-contained division |
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Term
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Definition
| groups people and resources by function and by product |
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Term
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Definition
| employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates |
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Term
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Definition
| group of managers brought together from different departments to perform organizational tasks |
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Term
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Definition
| large organization that has many divisions and simultaneously uses many different organizational structures |
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Term
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Definition
| the power to hold people accoutantable for their actions and to make decisions concerning the use of organizational resources |
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Term
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Definition
| chain of command, specifying the relative authority of each manager |
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Term
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Definition
| number of subordinates who report directly to a manager |
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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 at lower levels |
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Term
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Definition
| someone responsible for managing a specialist function, such as finance or marketing |
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Term
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Definition
| giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources |
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Term
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Definition
| organizing tools that managers can use to increase communication and coordination among functions and divisions |
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Term
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Definition
| committee of managers from various functions or divisions who meet to solve a specific, mutual proble; also called ad hoc committee |
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Term
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Definition
| series of strategic alliances that an organization creates with suppliers, manufacturers, and/or distributors to produce and market a product |
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Term
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Definition
| to use outside suppliers and manufaturers to produce goods and services |
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Term
| BOUNDARYLESS ORGANIZATION |
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Definition
| members are linked by comuters, faxes, computer-aided design systems, and video teleconferencing and who rarely, if ever, see each other face-to-face |
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Term
| KNOWLEDGE MANAGEMENT SYSTEM |
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Definition
| virtual info system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems |
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Term
| BUSINESS TO BUSINESS NETWORK |
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Definition
| group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness |
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