Term
| Define "Adaptability Culture" |
|
Definition
| A culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs. |
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Term
|
Definition
| An organization form that develops in a complex, rapidly changing environment and is designed to support innovation and change. |
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|
Term
| Define "Administrative Principles" |
|
Definition
| A management perspective that focuses on the design and functioning of the organization as a whole. |
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Term
| Define "Ambidextrous Approach" |
|
Definition
| A design approach that incorporates structures and management processes that are appropriate to both the creation and the implementation of innovation. |
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Term
|
Definition
| A dimension of technology in which work can be reduced to mechanical steps and particpants can follow an objective, computational procedure to solve problems. |
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Term
|
Definition
| A business strategy based on maintaining a stable business while innovating on the periphery. |
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Term
|
Definition
| A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships. |
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Term
| Define "Balanced Scorecard" |
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Definition
| A comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors. |
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Term
| Define "Behavior Control" |
|
Definition
| Manager observation of employee actions to see whether the individual follows desired procedures and performs tasks as instructed. |
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Term
|
Definition
| The process of continually measuring products, services, and practices against tough competitors or orther organizations recognized as industry leaders. |
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Term
|
Definition
| A running Web log that allows an individual to post opinions and ideas. |
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Term
| Define "Boundary-spanning Roles" |
|
Definition
| Activities that link and coordinate an organization with key elements in the external environment. |
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Term
| Define "Bounded Rationality Perspective" |
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Definition
| A perspective that describes how decisions are made when problems are ill-defined, numerous factors affect the decision, and time is limited. |
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Term
|
Definition
| Activities that absorb uncertainty from the environment. |
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Term
|
Definition
| An organizational framework marked by rules and procedures, specialization and division of labor, hierarchy of authority, emphasis on technically quallified personnel, and written communications and records. |
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Term
| Define "Bureaucratic Control" |
|
Definition
| The use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisims to standardize behavior and assess performance. |
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Term
| Define "Bureaucratic Culture" |
|
Definition
| A culture with an internal focus and a consistency orientation for a stable environment. |
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Term
| Define "Beureaucratic Organizations" |
|
Definition
| Organizations that emphasize designing and managing on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and uniform application of standard rules. |
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Term
| Define "Business Intelligence" |
|
Definition
| High-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant in helping managers make better strategic decisions. |
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Term
|
Definition
| Organization decision making that involves many managers making a final choice based on a coalition among those managers. |
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Term
|
Definition
| A source of horizontal power for a department that is engaged in the primary activity of an organization. |
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Term
|
Definition
| Refers to the level of hierarchy with authority to make decisions. |
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|
Term
| Define "Centralized Decision Making" |
|
Definition
| Decision making in which problems and decisions are funneled to top levels of the hierarchy for resolution. |
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Term
|
Definition
| The way in which changes occur in an organization. |
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Term
|
Definition
| A theory that suggests that relationships in complex, adaptive systems (including organizations) are nonlinear and made up of numerous interconnections and divergent choices that create unintended effects and render the whole unpredictable. |
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Term
| Define "Charismatic Authority" |
|
Definition
| Authority based on devotion to exemplary character or to the heroism of an individual person and the order defined by him or her. |
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Term
| Define "Chief Ethics Officer" |
|
Definition
| A high-level company executive who oversees all aspects of ethics. |
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Term
|
Definition
| The use of social characteristics, such as shared cultural values, commitment, traditions, and beliefs, to control behavior. |
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Term
|
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
|
Definition
| An alliance among several managers who agree about organizational goals and problem priorities. |
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Term
|
Definition
| A formal statement of the organization's values concerning ethics and social responsibility. |
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Term
|
Definition
| The external pressures exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations. |
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|
Term
| Define "Cognitive Biases" |
|
Definition
| Severe errors in judgment that all humans are prone to and that typically lead to bad choices. |
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|
Term
| Define "Collaborative Network" |
|
Definition
| A perspective whereby organizations join together to become more competitive and to share scarce resources to increase value and productivity for all. |
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|
Term
| Define "Collective Bargaining" |
|
Definition
| The negotiation of an agreement between management and workers. |
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|
Term
| Define "Collectivity Stage" |
|
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
|
Definition
| Rivalry among groups in the pursuit of a common prize. |
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|
Term
| Define "Competitve Advantage" |
|
Definition
| What sets the organization apart from others and provides it with a distinctive edge for meeting customer or client needs in the marketplace. |
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Term
|
Definition
| A situation in which parties in conflict directly engage one another and try to work out their differences. |
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Term
|
Definition
| Groups of independent companies (suppliers, customers, and possibly competitors) that join together to share skills, resources, costs, and access to one another's markets. |
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Term
| Define "Contextual Dimensions" |
|
Definition
| Traits that characterize the whole organization, including its size, technology, environment, and goals. |
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Term
|
Definition
| Theory meaning that one thing depends on other things; for organizations to be effective, there must be a "goodness of fit" between their structure and the conditions in their external environment. |
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Term
| Define "Continency Decision-Making Framework" |
|
Definition
| A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions. |
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|
Term
| Define "Continuous-Process Production" |
|
Definition
| A completely mechanized manufacturing process in which there is no starting or stopping. |
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Term
|
Definition
| Occurs when leaders from important sectors in the environment are made part of an organization and thus are more engaged in that organization's interests. |
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Term
| Define "Coping with Uncertainty" |
|
Definition
| A source of horizontal power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, or absorption. |
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Term
|
Definition
| Describes what the organization does especially well in comparison to its competitors. |
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Term
|
Definition
| The work process that is directly related to the organization's mission. |
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Term
| Define "Corporate Social Responsibilty (CSR)" |
|
Definition
| 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
| Define "Craft Technology" |
|
Definition
| Technology characterized by a fairly stable stream of activities, but the conversion process is not analyzable or well understood. |
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|
Term
| Define "Creative Departments" |
|
Definition
| Departments that initiatet change, such as research and development, engineering, design, and systems analysis. |
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Term
|
Definition
| The generation of novel ideas that may meet perceived needs or respond to opportunities. |
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Term
|
Definition
| The set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel and behave. |
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|
Term
|
Definition
| Change in the values, attitudes, expecatations, beliefs, and behavior of employees. |
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|
Term
| Define "Culture Strength" |
|
Definition
| The degree of agreement among members of an organization about the importance of specific values. |
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|
Term
| Define "Customer Relationship Management (CRM)" |
|
Definition
| Systems that help companies track customers' interactions with the firm and allow employees to call up a customer's past sales and service records, outstanding orders, or unresolved problems. |
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|
Term
| Define "Data Warehousing" |
|
Definition
| The use of huge databases that combine all of a company's data and allow users to access the data directly, create reports, and obtain responses to what-if questions. |
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|
Term
| Define "Decentralized Decision Making" |
|
Definition
| Decision making in which authority is pushed down to lower organizational levels. |
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|
Term
| Define "Decision Learning" |
|
Definition
| A process of recognizing and admitting mistakes that allows managers to acquire sufficient experience and knowledge to perform more effectively in the future. |
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|
Term
| Define "Decision Premises" |
|
Definition
| Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels. |
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|
Term
| Define "Decision Support System (DSS)" |
|
Definition
| An interactive, computer-based system that relies on decision models and integrated databases. |
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|
Term
|
Definition
| A business strategy that is concerned with stability or even retrenchment. |
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|
Term
| Define "Departmental Grouping" |
|
Definition
| A grouping in which employees share a common supervisor and common resources, are jointly responsible for performance, and tend to identify and collaborate with one another. |
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|
Term
|
Definition
| An aspect of horizontal power, in which one department is dependent on another and the latter is in a position of greater power. |
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|
Term
| Define "Devil's Advocate" |
|
Definition
| The role of challenging the assumptions and assertions made by the group. |
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|
Term
|
Definition
| The cognitive and emotional differences among managers in various functional departments of an organization and formal structure differences among these departments. |
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|
Term
| Define "Differentiation Strategy" |
|
Definition
| A business strategy that attempts to distinguish an organization's products or services from others in the industry. |
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|
Term
| Define "Direct Interlock" |
|
Definition
| Occurs when one individual is the link between two companies, such as when a member of one company's board also sits on the board of another company. |
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|
Term
| Define "Diversified Form" |
|
Definition
| An organization form that occurs when large, mature firms are subdivided into product or market groups. |
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|
Term
| Define "Divisional Grouping" |
|
Definition
| A grouping in which employees are organized according to what the organization produces. |
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Term
| prDefine "Divisional Structure" |
|
Definition
| Structure in which divisions can be organized according to individual products, services, product groups, major projects or programs, divisions, businesses, or profit centers; sometimes called a product structure or strategic business units. |
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|
Term
|
Definition
| The chosen environmental field of action; the territory an organization stakes out for itself with respect to products, services, and markets served. |
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|
Term
| Define "Domains of Political Activity" |
|
Definition
| Areas in which politics plays a role. Three domains in organizations are structural change, management succession, and resource allocation. |
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Term
|
Definition
| The first stage of international development in which a company is domestically oriented while managers are aware of the global environment. |
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|
Term
|
Definition
| Intentionally reducing the size of a company's workforce by laying off employees. |
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|
Term
| Define "Dual-core Approach" |
|
Definition
| An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change. |
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|
Term
|
Definition
| Any business that takes place by digital processes over a computer network rather than in physical space. |
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|
Term
| Define "Economies by Scale" |
|
Definition
| Achieving lower costs through large volume production; often made possible by global expansion. |
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|
Term
| Define "Economies by Scope" |
|
Definition
| Achieving economies by having a presence in many product lines, technologies, or geographic areas. |
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|
Term
|
Definition
| The degree to which an organization achieves its goals. |
|
|
Term
|
Definition
| The amount of resources used to achieve an organization's goals; based on the quantity of raw materials, money, and employees necessary to produce a given level of output. |
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|
Term
| Define "Elaboration Stage" |
|
Definition
| A mature stage of the life cycle in which a red tape crisis is resolved through the development of a new sense of teamwork and collaboration. |
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|
Term
|
Definition
| The delegation of power or authority to subordinates in an organization, also known as power sharing. |
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|
Term
| Define "Engineering Technology" |
|
Definition
| Technology that tends 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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|
Term
| Define "Enterprise Resource Planning (ERP)" |
|
Definition
| A system that collects, processes, and provides information about a company's entire enterprise. |
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|
Term
| Define "Entrepreneurial Stage" |
|
Definition
| The life cycle stage in which an organization is born and its emphasis is on creating a product and surviving in the marketplace. |
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|
Term
| Define "Entrepreneurial Structure" |
|
Definition
| An organization form that consists mainly of a top manager and workers in the technical core; occurs typically in small start-up companies. |
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|
Term
| Define "Escalating Commitment" |
|
Definition
| Persisting to invest time and money in a solution despite strong evidence that it is not working. |
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|
Term
|
Definition
| The result of when each alternative choice or behavior seems undesirable beacause of a potentially negative ethical consequence. |
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|
Term
|
Definition
| The code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong. |
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|
Term
| Define "Ethics Committee" |
|
Definition
| A cross-functional group of executives who oversee company ethics. |
|
|
Term
|
Definition
| A telephone number employees can call to seek guidance as well as report questionable behavior. |
|
|
Term
| Define "Evidence-Based Management" |
|
Definition
| A commitment to make more informed and intelligent decisions based on the best available facts and evidence. |
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|
Term
| Define "Executive Dashboard" |
|
Definition
| 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; sometimes called a business performance dashboard. |
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|
Term
| Define "Executive Information System (EIS)" |
|
Definition
| A higher-level application that facilitates decision making at the highest levels of management, these systems are typically based on software that can convert large amounts of complex data into pertinent information and provide that information to top managers in a timely fashion. |
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|
Term
| Define "Explicit Knowledge" |
|
Definition
| Formal, systematic knowledge that can be codified, written down, and passed on to others in documents or general instructions. |
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|
Term
| Define "External Adaptation" |
|
Definition
| The manner in which an organization meets goals and deals with outsiders. |
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|
Term
|
Definition
| An external communications system that uses the Internet and is shared by two or more organizations. |
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|
Term
| Define "Factors of Production" |
|
Definition
| Resources necessary for production, such as land, raw materials, and labor. |
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|
Term
| Define "Feedback Control Model" |
|
Definition
| 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 the feedback. |
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|
Term
| Define "Financial Resources" |
|
Definition
| A source of horizontal power when a person or department has control over money in an organization. |
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|
Term
| Define "Flexible Manufacturing Systems (FMS)" |
|
Definition
| Using computers to link together manufacturing components such as robots, machines, product design, and engineering analysis to enable fast switching from one product to another. |
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|
Term
|
Definition
| A business strategy that concentrates on a specific regional market or buyer group. |
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|
Term
|
Definition
| The degree to which an organization has rules, procedures, and written documentation. |
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|
Term
| Define "Formalization Stage" |
|
Definition
| The life cycle stage that involves the installation and use of rules, procedures, and control systems. |
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|
Term
| Define "Functional Grouping" |
|
Definition
| A grouping that consists of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear. |
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|
Term
| Define "Functional Matrix" |
|
Definition
| Type of matrix structure in which the functional bosses have primary authority and the project or product managers simply coordinate product activities. |
|
|
Term
| Define "Functional Structure" |
|
Definition
| Organization structure in which activities are grouped together by common function from the bottom to the top of the organization. |
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|
Term
| Define "Garbage Can Model" |
|
Definition
| Decision-making model that describes the pattern or flow of multiple decisions within an organization |
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|
Term
| Define "General Environment" |
|
Definition
| Those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it. |
|
|
Term
|
Definition
| An organization that offers a broad range of products or services or serves a broad market. |
|
|
Term
| Define "Global Companies" |
|
Definition
| Companies that no longer think of themselves as having a single home country; sometimes called stateless corporations. |
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|
Term
| Define "Global Geographic Structure" |
|
Definition
| Structure that divides the world into geographic regions, with each geographic division reporting to the CEO. |
|
|
Term
| Define "Global Matrix Structure" |
|
Definition
| A form of horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. |
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|
Term
| Define "Global Product Structure" |
|
Definition
| Structure in which the product divisions take responsibility for global operations in their specific product area. |
|
|
Term
|
Definition
| The stage of international development in which the company transcends any one country. |
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|
Term
|
Definition
| Cross-border work groups made up of multiskilled, multinational members whose activities span multiple countries; also called transnational teams. |
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|
Term
| Define "Globalization Strategy" |
|
Definition
| The standardization of product design, manufacturing, and marketing strategy throughout the world. |
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|
Term
|
Definition
| An approach to effectiveness that is concerned with an organization's outputs and how well the organization has met its output goals. |
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|
Term
|
Definition
| The tendency of people in groups to suppress contrary opinions for the sake of group harmony. |
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|
Term
| Define "Hawthorne Studies" |
|
Definition
| A series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees' inreased output to managers' better treatment of them during the study. |
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|
Term
|
Definition
| Organization members who serve as models or ideals that illustrate and support desired cultural norms and values. |
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|
Term
| Define "High-velocity Environments" |
|
Definition
| Industries in which competitive and technological change is so extreme that market data is either unavailable or obsolete, strategic windows open and shut quickly, and decisions must be made quickly with limited information. |
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|
Term
| Define "Horizontal Coordination Model" |
|
Definition
| A model of the three components of organizational design deeded to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages. |
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|
Term
| Define "Horizontal Grouping" |
|
Definition
| A grouping in which employees are organized around core work processes, the end-to-end work, information, and material flows that provide value directly to customers. |
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|
Term
| Define "Horizontal Linkage" |
|
Definition
| Communication and coordination horizontally across organizational departments. |
|
|
Term
| Define "Horizontal Structure" |
|
Definition
| Organization structure that organizes employees around core processes rather than by function, product, or geography. |
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|
Term
| Define "Hybrid Structure" |
|
Definition
| Structure that combines characteristics of various structural approaches tailored to specific strategic needs. |
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|
Term
|
Definition
| Organization members who provide the time and energy to make change happen; sometimes called advocates, intrapreneurs, and change agents. |
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|
Term
|
Definition
| A safe harbor in which ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics. |
|
|
Term
|
Definition
| The act of adopting a decision tried elsewhere in the hope that it will work in this situation. |
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|
Term
| Define "Incremental Decision Model" |
|
Definition
| Decision-making model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution. |
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|
Term
| Define "Indirect Interlock" |
|
Definition
| Occurs when a director of company A and a director of company B and both directors of company C. |
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|
Term
| Define "Information Reporting System" |
|
Definition
| The most common form of management information system, this type of system provides mid-level managers with reports that summarize data and support day-to-day decision making. |
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|
Term
|
Definition
| An innovative, creative solution that is not reached by logical means. |
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|
Term
| Define "Institutional Environment" |
|
Definition
| Norms, values, and expectations from stakeholders (customers, investors, boards, government, community, etc). |
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|
Term
| Define "Institutional Perspective" |
|
Definition
| The view of how organizations survive and succeed through congruence between an organization and the expectations from its institutional environment. |
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|
Term
| Define "Institutional Similarity" |
|
Definition
| The emergence of a common structure and approach among organizations in the same field; called institutional isomorphism in the academic literature. |
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|
Term
| Define "Integrated Enterprise" |
|
Definition
| An organization that uses advanced IT to enable close coordination within the company as well as with suppliers, customers, and partners. |
|
|
Term
|
Definition
| The quality of collaboration among departments or organizations. |
|
|
Term
|
Definition
| A position or department created solely to coordinate several departments. |
|
|
Term
| Define "Intellectual Capital" |
|
Definition
| The sum of an organization's knowledge, experience, understanding, relationships, processes, innovations, and discoveries. |
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|
Term
| Define "Intelligence Team" |
|
Definition
| Cross-functional group of managers and employees, usually led by a competitive intelligence professional, who work together to gain a deep understanding of a specific competitive issue. |
|
|
Term
| Define "Intensive Technology" |
|
Definition
| Technology that provides a variety of products or services in combination to a client. |
|
|
Term
|
Definition
| The extent to which departments depend on each other for resources or materials to acomplish their tasks. |
|
|
Term
| Define "Intergroup Conflict" |
|
Definition
| The behavior that occurs among organizational groups when participants identify with one group and perceive that other groups may block their group's goal achievement or expectations. |
|
|
Term
| Define "Interlocking Directorate" |
|
Definition
| Formal linkage that occurs when a member of the board of directors of one company sits on the board of directors of another company. |
|
|
Term
| Define "Internal Integration" |
|
Definition
| A state in which members develop a collective identity and know how to work together effectively. |
|
|
Term
| Define "Internal Process Approach" |
|
Definition
| An approach that looks at internal activities and assesses effectiveness by indicators of internal health and efficiency. |
|
|
Term
| Define "International Division" |
|
Definition
| A division organized to handle business in other countries. |
|
|
Term
| Define "International Stage" |
|
Definition
| The second stage of international development, in which the company takes exports seriously and begins to think multidomestically. |
|
|
Term
| Define "Interorganizational Relationships" |
|
Definition
| The relatively enduring resource transactions, flows, and linkages that occur among two or more organizations. |
|
|
Term
|
Definition
| A private, companywide information system that uses the communications protocols and standards of the Internet and the World Wide Web but is accessible only to people within the company. |
|
|
Term
| Define "Intuitive Decision Making" |
|
Definition
| Decision making based on experience and judgement rather than sequential logic or explicit reasoning. |
|
|
Term
|
Definition
| The assignment of goals and tasks to be accomplished by employees. |
|
|
Term
|
Definition
| An expansion of the number of different tasks performed by an employee in a job. |
|
|
Term
|
Definition
| Designing a job to provide greater responsibility, recognition, and opportunities for growth and development. |
|
|
Term
|
Definition
| Moving employees from job to job to give them a greater variety of tasks. |
|
|
Term
| Define "Job Simplification" |
|
Definition
| The variety and difficulty of tasks performed by a single person are reduced. |
|
|
Term
| Define "Joint Optimization" |
|
Definition
| The goal of the sociotechnical systems approach, which states that an organization functions best when the social and technical systems are designed to fit the needs of one another. |
|
|
Term
|
Definition
| A separate entity created with two or more active firms as sponsors. |
|
|
Term
|
Definition
| A conclusion drawn from information that has been linked to other information and compared to what is already known. |
|
|
Term
| Define "Knowledge Management" |
|
Definition
| 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 organizational activities build on what is already known. |
|
|
Term
| Define "Labor-Management Teams" |
|
Definition
| A cooperative apprach designed to increase worker participation and provide a cooperative model for union-management problems. |
|
|
Term
| Define "Large Group Intervention" |
|
Definition
| An approach that brings together participants from all parts of the organization, often including key stakeholders from outside the organization as well, in an off-site setting to discuss problems or opportunities and plan for change. |
|
|
Term
| Define "Large-batch Production" |
|
Definition
| A manufacturing process characterized by long production runs for standardized parts. |
|
|
Term
| Define "Lean Manufacturing" |
|
Definition
| A process that uses highly trained employees at every stage of the production process, who take a painstaking approach to details and problem solving to cut waste and improve quality. |
|
|
Term
| Define "Learning Organization" |
|
Definition
| An organization that promotes communication and collaboration so that everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. |
|
|
Term
|
Definition
| Stories of historic events that may have been embellished with fictional details. |
|
|
Term
|
Definition
| The general perception taht an organization's actions are desirable, proper, and appropriate within the environment's system of norms, values, and beliefs. |
|
|
Term
| Define "Level of Analysis" |
|
Definition
| In systems theory, the subsystem on which the primary focus is placed; four levels of analysis normally characterize organizations. |
|
|
Term
|
Definition
| A role in which a person is located in one department but has the responsibility for communicating and achieving coordination with another department. |
|
|
Term
|
Definition
| The concept that organizations are born, grow older, and eventually die. |
|
|
Term
| Define "Long-Linked Technology" |
|
Definition
| The combination within one organization of successive stages of production, with each stage using as its inputs the production of the preceding stage. |
|
|
Term
| Define "Low-cost Leadership Strategy" |
|
Definition
| A strategy of increasing market share by keeping costs low compared to competitors. |
|
|
Term
| Define "Machine Bureaucracy" |
|
Definition
| An oganization form suited to a simple, stable environment, in which there is extensive formalization and specialization, a tall heirarchy, a goal of efficiency, and a technical core typically oriented to mass production. |
|
|
Term
| Define "Management Champion" |
|
Definition
| A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization. |
|
|
Term
| Define "Management Control Systems" |
|
Definition
| Broadly defined as the formal routines, reports, and procedures that use information to maintian or alter patterns in organizational activities. |
|
|
Term
| Define "Managerial Decision Making (MIS)" |
|
Definition
| A computer-based system that provides information and support for managerial decision making. |
|
|
Term
| Define "Management Science Approach" |
|
Definition
| Organization decision making that uses quantitative models to analyze numerous variables and arrive at the best solution; the analog to the rational approach by individual managers. |
|
|
Term
| Define "Managerial Ethics" |
|
Definition
| Principles that guide the decisions and behaviors of managers with regard to whether they are right or wrong. |
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|
Term
|
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
| Define "Mass Customization" |
|
Definition
| Using mass-production technology to quickly and cost-effectively assemble goods that are uniquely designed to fit the deands of individual customers. |
|
|
Term
| Define "Matrix Structure" |
|
Definition
| Organizational structure in which both product division and functional structures (horizontal and vertical) are implemented simultaneously. |
|
|
Term
|
Definition
| An organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making. |
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|
Term
| Define "Mediating Technology" |
|
Definition
| Technology that allows each department to work independently by virtue of providing products or services that mediate or link clients from the external environment. |
|
|
Term
|
Definition
| An approach to organization studies that concerns the integration of both micro and maro levels of analysis. |
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Term
|
Definition
| The pressure to copy or model other organizations that appear to be successful. |
|
|
Term
|
Definition
| The organization's reason for existence; describes the organization's shared values and beliefs and its reason for being. |
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|
Term
|
Definition
| A culture characterized by emphasis on a clear vision of the organization's purpose and on the achievement of goals, such as sales growth, profitability, or market share, to help acheive the purpose. |
|
|
Term
|
Definition
| Manager mindset in which competitive issues in each country are viewed independently of other countries; the company deals with each country individually. |
|
|
Term
| Define "Multidomestic Strategy" |
|
Definition
| Strategy in which competition in each country is handled independently of competition in other countries. |
|
|
Term
| Define "Multifocused Grouping" |
|
Definition
| A grouping in which the organization embraces two or more structural grouping alternatives simultaneously, often called matrix or hybrid. |
|
|
Term
| Define "Multinational Stage" |
|
Definition
| The stage of international development in which a company has marketing and production facilities in many countries and more than one-third of its sales outside its home country. |
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|
Term
|
Definition
| Stories that are consistent with the values and beliefs of the organization but are not supported by facts. |
|
|
Term
|
Definition
| The bargaining process that often occurs during confrontation and that enables the parties to systematically reach a solution. |
|
|
Term
| Define "Network Centrality" |
|
Definition
| A source of power based on being centrally located in the organization and having access to information and people that are critical to the company's success. |
|
|
Term
|
Definition
| Electronically linking people and departments within a particular building or across corporate offices, enabling them to share information and cooperate on projects. |
|
|
Term
| Define "New-venture Fund" |
|
Definition
| A fund that provides financial resources for employees to develop new ideas, products, or businesses. |
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|
Term
|
Definition
| A domain of unique environmental resources and needs. |
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|
Term
| Define "Non-Core Technology" |
|
Definition
| A department work process that is important to the organization but is not directly related to its primary mission. |
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|
Term
| Define "Nonprogrammed Decision" |
|
Definition
| Novel and poorly defined, these decisions are required when no procedure exists for solving a problem. |
|
|
Term
| Define "Nonroutine Technology" |
|
Definition
| Technology characterized by high task variety, and the conversion process is not analyzable or well understood. |
|
|
Term
| Define "Nonsubstitutability" |
|
Definition
| A source of horizontal power when a department's function cannot be performed by other readily available resources. |
|
|
Term
| Define "Normative Forces" |
|
Definition
| Pressures to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective. |
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|
Term
|
Definition
| Formally stated definition of business scope and outcomes the organization is trying to achieve. |
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|
Term
|
Definition
| An approach that extends the search for and commercialization of new products beyond the boundaries of the organization. |
|
|
Term
|
Definition
| Goals stated in terms of outcomes sought through the actual operating procedures of the organization. |
|
|
Term
|
Definition
| An organization system marked by free-flowing, adaptive processes, an unclear hierarchy of authority, and decentralized decision making. |
|
|
Term
| Define "Organization Development (OD)" |
|
Definition
| A behavioral science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential. |
|
|
Term
| Define "Organization Structure" |
|
Definition
| Designates formal reporting relationships, including the number of levels in teh hierarchy and the span of control of managers and supervisors; identifies the grouping together of individuals into departments and of departments into the total organization; and includes the design of systems to ensure effective communication, coordination, and integration of efforts accross departments. |
|
|
Term
| Define "Organization Theory" |
|
Definition
| A macro examination of organizations that analyzes the whole organization as a unit. |
|
|
Term
| Define "Organizational Behavior" |
|
Definition
| A micro approach to organizations that focuses on the individuals within organizations as the relevant units of analysis. |
|
|
Term
| Define "Organizational Change" |
|
Definition
| The adoption of a new idea or behavior by an organization. |
|
|
Term
| Define "Organizational Decision Making" |
|
Definition
| The process of identifying and solving problems. |
|
|
Term
| Define "Organizational Decline" |
|
Definition
| A condition in which a substantial, absolute decrease in an organization's resource base occurs over a period of time. |
|
|
Term
| Define "Organizational Ecosystem" |
|
Definition
| A system formed by the interaction of a community of organizations and their environment. |
|
|
Term
| Define "Organizational Environment" |
|
Definition
| All elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization. |
|
|
Term
| Define "Organizational Form" |
|
Definition
| An organization's specific technology, structure, products, goals, and personnel. |
|
|
Term
| Define "Organizational Goal" |
|
Definition
| A desired state of affairs that the organization attempts to reach. |
|
|
Term
| Define "Organizational Innovation" |
|
Definition
| The adoption of an idea or behavior that is new to the organization's industry, market, or general environment. |
|
|
Term
| Define "Organizational Politics" |
|
Definition
| The activities of acquiring, developing, and using power and other resources to influence others and obtain the preferred outcome when there is uncertainty or disagreement about choices. |
|
|
Term
|
Definition
| Social entities that are goal-directed, designed as deliberately structured and coordinated activity systems, and are linked to the external environment. |
|
|
Term
| Define "Organized Anarchy" |
|
Definition
| Extreemly organic organizations characterized by highly uncertain conditions. |
|
|
Term
|
Definition
| A management focus on monitoring and rewarding results rather than on how those results are obtained. |
|
|
Term
|
Definition
| Contracting out certain functions or tasks, such as manufacturing or credit processing, to other companies. |
|
|
Term
| Define "Personnel Ratios" |
|
Definition
| The proportions of administrative, clerical, and professional support staff. |
|
|
Term
| Define "Point-Counterpoint" |
|
Definition
| A decision-making technique that divides decision makers into two groups and assigns them different, often competing responsibilities. |
|
|
Term
|
Definition
| A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions. |
|
|
Term
| Define "Political Tactics for Using Power" |
|
Definition
| These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal. |
|
|
Term
| Define "Pooled Interdependence" |
|
Definition
| The lowest form of interdependence, in which work does not flow between departments. |
|
|
Term
|
Definition
| A set of organizations engaged in similar activities with similar patterns of resource utilization and outcomes. |
|
|
Term
| Define "Population-ecology Perspetive" |
|
Definition
| Focuses on organizational diversity and adaptation within a population of organizations. |
|
|
Term
|
Definition
| The potential ability of one person (or department) to influence other people (or departments) to carry out orders or to do something they would not otherwise have done. |
|
|
Term
|
Definition
| The level of inequality people are willing to accept in an organization. |
|
|
Term
|
Definition
| The five sources of horizontal power in organizations are dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty. |
|
|
Term
| Define "Problem Consensus" |
|
Definition
| The level of agreement among managers about the nature of a problem or opportunity and about which goals and outcomes to pursue. |
|
|
Term
| Define "Problem Identification" |
|
Definition
| The decision-making stage during which information about environmental and organizational conditions is monitored to determine if performance is unsatisfactory and to diagnose the cause of shortcomings. |
|
|
Term
| Define "Problem Solution" |
|
Definition
| The decision making stage during which alternative courses of action are considered and one alternative is selected and implemented. |
|
|
Term
| Define "Problemistic Search" |
|
Definition
| Search that occurs when managers look around in the immediate environment for a solution to quickly resolve a problem. |
|
|
Term
|
Definition
| An organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers. |
|
|
Term
| Define "Professional Bureaucracy" |
|
Definition
| A form of organization made up primarily of highly skilled professionals, such as in hospitals, universities, law firms, and consulting firms. |
|
|
Term
| Define "Product and Service Change" |
|
Definition
| Change that pertains to the product or service outputs of an organization. |
|
|
Term
|
Definition
| Type of matrix structure in which the project or product managers have primary authority and functional managers simply assign technical personnel to projects and provide advisory expertise as needed. |
|
|
Term
| Define "Programmed Decisions" |
|
Definition
| Repetitive and well defined, these decisions are used when procedures exist for resolving the problem. |
|
|
Term
|
Definition
| Theory that suggests that the threat of a loss has a greater impact on a decision than the possibility of an equivalent gain. |
|
|
Term
|
Definition
| A business strategy of innovating, taking risks, seeking out new opportunities, and growing. |
|
|
Term
| Define Rational Approach" |
|
Definition
| Decision-making process based on systematic analysis of a problem followed by choice and implementation in a logical sequence. |
|
|
Term
|
Definition
| A model of organization characterized by rational decision processes, clear goals and choices, centralized power and control, an efficiency orientation, and little conflict among groups; an ideal not fully achievable in the real world. |
|
|
Term
| Define "Rational-legal Authority" |
|
Definition
| Authority based on employees' belief in the legality of rules and the right of those elevated to positions of authority to issue commands. |
|
|
Term
|
Definition
| A response to environmental threats and opportunities in an ad hoc rather than strategic fashion. |
|
|
Term
| Define "Reciprocal Interdependence" |
|
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 (for example, a hospital). |
|
|
Term
|
Definition
| The redesign of a vertical organization along its horizontal workflows and processes. |
|
|
Term
| Define "Resource Dependence" |
|
Definition
| A situation in which organizations depend on the environment but strive to acquire control over resources to minimize their dependence. |
|
|
Term
| Define "Resource-based Approach" |
|
Definition
| An organizational perspective that assesses effectiveness by observing how successfully the organization obtains, integrates, and manages valued resources. |
|
|
Term
| Define "Resource-dependence Theory" |
|
Definition
| Theory 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. |
|
|
Term
|
Definition
| The preservation and institutionalization of selected organizational forms. |
|
|
Term
| Define "Rites and Ceremonies" |
|
Definition
| The elaborate, planned activities that make up a special event and are often conducted for the benefit of an audience. |
|
|
Term
|
Definition
| A part in a dynamic social system that allows an employee to use his or her discretion and ability to achieve an outcome or meet a goal. |
|
|
Term
| Define "Routine Technology" |
|
Definition
| Technology characterized by little task variety and the use of objective, computational procedures. |
|
|
Term
|
Definition
| That which arises from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforceable in the courts. |
|
|
Term
|
Definition
| The acceptance of a satisfactory rather tahn a maximum level of performance, enabling an organization to achieve several goals simultaneously. |
|
|
Term
| Define "Scientific Management" |
|
Definition
| Emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity. |
|
|
Term
|
Definition
| Subdivisions of the external environment that contain similar elements. |
|
|
Term
|
Definition
| The process by which a new organizational form is determined to suit the environment and survive, or is "selected out" and fails. |
|
|
Term
| Define "Sequential Interdependence" |
|
Definition
| A serial form of interdependence in which the output of one operation becomes the input to another operation. |
|
|
Term
| Define "Service Technology" |
|
Definition
| Technology characterized by simultaneous production and consumption, customized output, customer participation, intangible output, and being labor intensive. |
|
|
Term
| Define "Simple-Complex Dimension" |
|
Definition
| The number and dissimilarity of external elements relevant to an organization's operation. |
|
|
Term
|
Definition
| 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 teh relentless pursuit of quality. |
|
|
Term
|
Definition
| A separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business. |
|
|
Term
| Define "Small-Batch Production" |
|
Definition
| A manufacturing process, often custom work, that relies heavily on the human operator and is not highly mechanized. |
|
|
Term
|
Definition
| Measures and reports the ethical, social, and environmental impact of an organization's operations. |
|
|
Term
|
Definition
| The quality of interactions among people and the degree in which they share a common perspective. |
|
|
Term
| Define "Social Networking" |
|
Definition
| A peer-to-peer communication channel, where people interact in an online community, share personal data and photos, and produce and share a variety of information and opinions. |
|
|
Term
| Define "Sociotechnical Systems Approach" |
|
Definition
| An approach that combines the needs of people with the organization's need for technical efficiency. |
|
|
Term
| Define "Sources of Intergroup Conflict" |
|
Definition
| Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources. |
|
|
Term
|
Definition
| An organization that provides a narrower range of goods or services or that serves a narrower market. |
|
|
Term
| Define "Stable-unstable Dimension" |
|
Definition
| Refers to whether elements in the environment are dynamic. |
|
|
Term
|
Definition
| Any group within or outside of an organization that has a stake in the organization's performance. |
|
|
Term
| Define "Stakeholder Approach" |
|
Definition
| Integrates and balances diverse organizational activities by looking at various organizational stakeholders and what they want from the organization. |
|
|
Term
|
Definition
| Policies that ensure all branches of the company at all locations operate in the same way. |
|
|
Term
|
Definition
| Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization. |
|
|
Term
| Define "Strategic Contingencies" |
|
Definition
| Events and activites both inside and outside an organization that are essential for attaining organizational goals. |
|
|
Term
| Define "Strategic Intent" |
|
Definition
| A situation in which all the organization's energies and resources are directed toward a focused, unifying, and compelling overall goal. |
|
|
Term
|
Definition
| a plan for interacting with the competitive environment to achieve organizational goals. |
|
|
Term
| Define "Strategy and Structure Change" |
|
Definition
| Change that pertains to the administrative domain in an organization. |
|
|
Term
|
Definition
| A visual representation of teh key drivers of an organization's success that shows how specific outcomes in each area are linked. |
|
|
Term
| Define "Structural Dimensions" |
|
Definition
| Describe the internal characteristics of an organization, and create a basis for measuring and comparing organizations. |
|
|
Term
|
Definition
| The formal reporting relationships, groupings, and systems of an organization. |
|
|
Term
| Define "Struggle for Existence" |
|
Definition
| The concept that organizations and populations of organizations are engaged in a competitive struggle over resources, and each organizational form is fighting to survive. |
|
|
Term
|
Definition
| Cultures that develop within an organization that reflect the common problems, goals, and experiences that members of a team, department, and other unit share. |
|
|
Term
| Define "Supply Chain Management" |
|
Definition
| Managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers. |
|
|
Term
| Define "Switching Structures" |
|
Definition
| An organization creates an organic structure when such a structure is needed for teh initiation of new ideas and reverts to a more mechanistic structure to implement the ideas. |
|
|
Term
|
Definition
| Something that represents another thing. |
|
|
Term
| Define "Symptoms of Structural Deficiency" |
|
Definition
| Signs that the organization structure is out of alignment, includig delayed or poor-quality decision making, failure to repsond innovatively to environmental changes, and too much conflict. |
|
|
Term
|
Definition
| Knowledge based on personal experience, rules of thumb, intuition, and judgment; knowledge that is difficult to put into writing. |
|
|
Term
| Define "Tactics for Enhancing Collaboration" |
|
Definition
| These include techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together. |
|
|
Term
| Define "Tactics for Increasing Power" |
|
Definition
| These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies. |
|
|
Term
|
Definition
| A narrowly defined piece of work assigned to a person. |
|
|
Term
| Define "Task Environment" |
|
Definition
| Setors with which the organization interacts directly and that have a direct impact on the organization's ability to achieve its gaols. |
|
|
Term
|
Definition
| A temporary committee composed of representatives from each organizational unit affected by a problem. |
|
|
Term
|
Definition
| Activities that promote the idea that people who work together can work as a team. |
|
|
Term
|
Definition
| Permanent task forces, often used in conjunction with a full-time integrator. |
|
|
Term
| Define "Technical Complexity" |
|
Definition
| The extent of mechanization of the manufacturing process. |
|
|
Term
| Define "Technical Knowledge" |
|
Definition
| The degree of understanding and agreement about how to solve problems and reach organizational goals. |
|
|
Term
|
Definition
| The work processes, techniques, machines, and actions used to transform organizational inputs into outputs. |
|
|
Term
| Define "Technology Change" |
|
Definition
| Change in an organization's production process, including its knowledge and skill base, that enables distinctive competence. |
|
|
Term
| Define "Time-based Competition" |
|
Definition
| Competition based on delivering products and services faster than competitors, giving companies a competitive edge. |
|
|
Term
| Define "Traditional Authority" |
|
Definition
| Authority based on a belief in traditions and in the legitimacy of the status of people exercising authority through those traditions. |
|
|
Term
| Define "Transaction Processing System (TPS)" |
|
Definition
| A system that automates the organization's routine, day-to-day business transactions. |
|
|
Term
| Define "Transnational Model" |
|
Definition
| A form of horizontal organization that has multiple centers, subsidiary managers who intiate strategy and innovations for the company as a whole, and unity and coordination achieved through corporate culture and shared vision and values. |
|
|
Term
|
Definition
| Condition that exists when decision makers do not have sufficient information about environmental factors, and they have a difficult time predicting external changes. |
|
|
Term
| Define "Uncertainty Avoidance" |
|
Definition
| Within a cultural group, the degree to which members are uncomfortable with uncertainty and ambiguity and thus support beliefs that promise certainty. |
|
|
Term
| Define "Values-based Leadership" |
|
Definition
| A relationship between a leader and followers taht is based on shared, strongly internalized values that are advocated and acted upon by the leader. |
|
|
Term
|
Definition
| The appearance of new, diverse forms in a population of organizations. |
|
|
Term
|
Definition
| In terms of tasks, the frequency of unexpected and novel events that occur in the conversion process. |
|
|
Term
|
Definition
| A technique used to foster creativity within an organization by setting up a small team as its own company to pursue innovations. |
|
|
Term
| Define "Vertical Information System" |
|
Definition
| A strategy for increasing vertical information capacity. |
|
|
Term
| Define "Vertical Linkages" |
|
Definition
| Communication and coordination activities connecting the top and bottom of an organization. |
|
|
Term
| Define "Virtual Network Grouping" |
|
Definition
| A loosely connected cluster of separate components. |
|
|
Term
| Define "Virtual Network Structure" |
|
Definition
| The firm subcontracts many or most of its major processes to separate companies and coordinates their activities from a small headquarters organization, sometimes called a modular structure. |
|
|
Term
|
Definition
| A team made up of organizationally or geographically dispersed members who are linked primarily through advanced information and communications technologies. |
|
|
Term
|
Definition
| Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization. |
|
|
Term
|
Definition
| A Web page or collection of pages designed to allow people to freely create, share, and edit content using any Web browser. |
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