technical

human

conceptual

• the specialized procedures, techniques, and knowledge required to get the job done
• most important for lower-level managers because they supervise the workers who produce products or serve customers

• the ability to work well with others
• equally important at all levels of management

• the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
• top management

thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job

(Frederick Taylor)

• a graphic chart that shows which tasks must be completed at which times in order to complete a project or task
• timeline that includes who, what, and when

general

specific

• the events and trends inside an organization that affect management, employees, and organizational culture
• affect what people think, feel, and do at work

• key component in internal environments
• the set of key values, beliefs, and attitudes shared by members of the organization

• situational analysis for strengths, weaknesses, opportunities, and threats
• an assessment of the strengths and weaknesses in an organization's internal environment and the opportunities and threats in its external environment

• magnitude of consequences
• social consensus
• probability of effect
• temporal immediacy
• proximity of effect
• concentration of effect

concentration of effect

1. preconventional- people make decisions based on selfish reasons
2. conventional- people make decisions that conform to societal expectations
3. postconventional- people make decisions based on internalized principles

• encourage ethical decision making and behavior
• a company must communicate its code inside and outside the company
• management must develop practical ethical standards and procedures specific to the company's line of business

• persons or groups with a "stake" or legitimate interest in a company's actions
• shareholders, customers, employees, suppliers, community, government

• accommodative
• defensive
• proactive
• reactive

• specific
• measurable
• attainable
• realistic
• timely

• overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years
• top management, done first

1. define the problem
2. identify decision criteria
3. weight the criteria
4. generate alternative courses of action
5. evaluate each alternative
6. compute the optimal decision

• a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions

• a competitive advantage that other companies have tried unsuccessfully to duplicate and have, for the moment, stopped trying to duplicate
• advantage over competitors that is difficult to imitate and therefore sustained

• a reluctance to change strategies or competitive practices that have been successful in the past
• "if its not broke, don't fix it"

• the overall organizational strategy that addresses the question "What business are we in or should we be in?"
• Where is our organization going?

• a portfolio strategy that categorizes a corporation's businesses by growth rate and relative market share and helps managers decide how to invest corporate funds
• star- large share of a fast-growing market
• ?- small share of a fast-growing market
• cash cow- large share of a slow-groing market
• dog- small share of a slow-growing market

• protect your company from the negative effects of industry-wide competition and create a sustainable competitive advantage

1. cost leadership
2. differentiation
3. focus strategy

• purpose is to choose an industry-level strategy that is bust suited to changes in the organization's external environment

1. defending
2. prospecting
3. analyzing
4. reacting