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145 Cards in this Set
- Front
- Back
Lewin's description of the change process as a break in the organization's equilibrium state is known as the ___________ metaphor.
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calm waters
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The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively to survive) is known as the ___________ metaphor.
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white-water rapids
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What are the three stages in the change process?
- ___________ the status quo - ___________ to a new state - ___________ to make the change permanent |
unfreezing, changing, refreezing
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Preparing the organization to accept that change is necessary, which involves breaking down the existing status quo is the objective of which stage in the change process?
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Unfreezing the status quo
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People begin to resolve their uncertainty and look for new ways to do things; people start to believe and act in was that support the new direction is the objective of which stage in the change process?
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Changing to a new state
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Help people and the organization internalize or institutionalize the changes - make sure the changes are used all the time and incorporated into everyday business is the objective of which stage in the change process?
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Refreezing to make the change permanent
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Any alterations in the people, structure, or technology of an organization is known as ___________.
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organizational change
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What are the three types of change?
- ___________- changing an organization's structural components or its structural design - ___________- adopting new equipment, tools, or operating methods that displace old skills and require new ones - ___________- changing attitudes, expectations, perceptions, and behaviors of the workforce |
structure, technology, people
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Replacing certain tasks done by people with machines is known as ___________.
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automation
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Persons who act as catalysts and assume the responsibility for managing the change process are known as ___________.
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change agents
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Techniques or programs to change people and the nature and quality of interpersonal work relationships are known as organizational ___________.
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development
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Work expectations that are hard to satisfy
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role conflict
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Having more work to accomplish than time permits
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role overload
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When role expectations are not clearly understood
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role ambiguity
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The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities
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stress
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The ability to combine ideas in a unique way or to make an unusual association
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creativity
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Turning the outcomes of the creative process into useful products, services, or work methods
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innovation
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Individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented
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idea champions
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an obstacle that makes it difficult to achieve a desired goal or purpose
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problem
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making a choice from two or more alternatives
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decision
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Steps of the decision making process:
- Step 1: Identifying a ___________ - Step 2: Identifying decision ___________ - Step 3: Allocating ___________ to the criteria - Step 4: Developing ___________ - Step 5: ___________ alternatives - Step 6: Selecting an ___________ - Step 7: ___________ the alternative - Step 8: Evaluating decision ___________ |
problem, criteria, weights, alternatives, analyzing, alternative, implementing, effectiveness
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A problem becomes a problem when a ___________ becomes aware of it.
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manager
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Decision criteria are factors that are important (relevant) to resolving the problem, such as: ___________ that will be incurred (investments required), ___________ likely to be encountered (change of failure), and ___________ that are desired (growth of the firm).
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costs, risks, outcomes
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Decision criteria are not of equal ___________. Assigning a weight to each item places the items in the correct ___________ order of their importance in the decision-making process.
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importance, priority
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When you develop alternatives in the decision making process, alternatives are listed (without ___________) that can resolve the problem.
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evaluation
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When analyzing alternatives in the decision-making process, appraise each alternatives ___________ and ___________.
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strengths, weaknesses
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When selecting an alternative, the alternative with the ___________ total weight is chosen.
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highest
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When implementing the alternative, you convey the decision to and gain ___________ from those who will carry out the alternative.
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commitment
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When evaluating decision effectiveness, the soundness of the decision is judged by its ___________.
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outcomes
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___________ decision-making describes choices that are logical and consistent while maximizing value.
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Rational
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Decision making that's rational, but limited by an individual's ability to process information is known as ___________.
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bounded rationality
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Accepting solutions that are "good enough" is known as ___________.
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satisficing
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an explicit statement that limits what a manager or employee can or cannot do
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rule
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a general guideline for making a decision about a structured problem
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policy
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a series of interrelated steps that a manager can use to apply a policy in response to a structured problem
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procedure
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a situation in which a manager can make an accurate decision because the outcome of every alternative choice is known
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certainty
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a situation in which the manager is able to estimate the likelihood (probability) of outcomes that result form the choice of particular alternatives
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risk
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Using "rules of thumb" to simplify decision making
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heuristics
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Holding unrealistically positive views of oneself and one's performance is known as ___________ bias.
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overconfidence
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Choosing alternatives that offer immediate rewards and avoid immediate costs is known as ___________ bias.
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immediate gratification
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Fixating on initial information and ignoring subsequent information is known as the ___________ effect.
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anchoring
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Selecting, organizing and interpreting events based on the decision maker's biased perceptions is known as ___________ perception bias.
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selective
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Seeking out information that reaffirms past choices while discounting contradictory information is known as ___________ bias.
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confirmation
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Selecting and highlighting certain aspects of a situation while ignoring other aspects is known as ___________ bias.
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framing
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Losing decision-making objectivity by focusing on the most recent events is known as ___________ bias.
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availability
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Drawing analogies and seeing identical situations when none exist is known as ___________ bias.
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representation
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Creating unfounded meaning out of random events is known as ___________ bias.
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randomness
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Forgetting that current actions cannot influence past events and relate only to future consequences are known as ___________ errors.
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sunk cost
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Taking quick credit for successes and blaming outside factors for failures is known as ___________ bias.
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self-serving
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Mistakenly believing hat an event could have been predicted once the actual outcome is known (after-the-fact) is known as ___________ bias.
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hindsight
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a primary managerial activity that involves: defining the organization's goals, establishing an overall strategy for achieving those goals, and developing plans for organizational work activities
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planning
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desired outcomes for individuals, groups, or entire organizations; provide direction and evaluation performance criteria
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goals (also objectives)
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documents that outline how goals are to be accomplished; describe how resources are to be allocated and establish activity schedules
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plans
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___________ plans establish the organization's overall goals, seek to position the organization in terms of its environment, cover extended periods of time.
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Strategic
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___________ plans specify the details of how the overall goals are to be achieved, cover a short time period.
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Operational
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___________ plans have time frames extending beyond three years.
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Long-term
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___________ plans have time frames of one year or less.
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Short-term
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___________ plans are flexible plans that set out general guidelines and provide focus, yet allow discretion in implementation.
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Directional
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___________ plans are a one-time plan specifically designed to meet the need of a unique situation.
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Single-use
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___________ plans are ongoing plans that provide guidance for activities performed repeatedly.
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Standing
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Current plans affecting future commitments must be sufficiently long-term in order to meet those commitments. This is known as the ___________.
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commitment concept
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What managers do to develop the organizations strategies
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strategic management
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the plans for how the organization will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals
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strategies
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How a company is going to make money is known as a ___________ model.
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business
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a statement of the purpose of an organization; the scope of its products and services
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mission
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an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses
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corporate strategy
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a corporate strategy that’s used when an organization wants to expand the number of markets served or products offered, through either its current business(es) or new businesses(es)
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growth strategy
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a corporate strategy in which an organization continues to do what it is currently doing
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stability strategy
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a corporate strategy designed to address declining performance
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renewal strategy
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an organizational strategy for how an organization will compete in its business(es)
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competitive strategy
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What strategy seeks to attain the lowest total overall costs relative to other industry competitors?
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cost leadership strategy
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What strategy attempts to create a unique and distinctive product or service for which customers will pay a premium?
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Differentiation strategy
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What strategy uses a cost or differentiation advantage to exploit a particular market segment as opposed to a larger market?
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Focus strategy
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The strategies used by an organization's various functional departments to support the competitive advantage are known as ________ strategies.
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functional
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what sets an organization apart; its distinctive edge
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competitive advantage
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What are the five competitive forces?
- Threat of new ________ – the ease or difficulty with which new competitors can enter an industry - Threat of ________ – the extent to which switching costs and brand loyalty affect the likelihood of customers adopting substitute products and services - ________ power of buyers – the degree to which buyers have the market strength to hold sway over and influence competitors in an industry - Bargaining power of ________ – the relative number of buyers to suppliers and threats from substitutes and new entrants affect the buyer-supplier relationship - Current ________ – intensity among rivals increases when industry growth rates slow, demand falls, and product prices descend. |
entrants, substitutes, bargaining, suppliers, rivalry
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the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization – clarifies who reports to whom
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chain of command
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the number of employees who can be effectively and efficiently supervised by a manager
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span of control
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arranging and structuring work to accomplish an organization’s goals
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organizing
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the formal arrangement of jobs within an organization
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organizational structure
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a process involving decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization
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organizational design
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31. What are the five types of departmentalization?
- _________ – grouping jobs by functions performed - _________ – grouping jobs by product line - _________ – grouping jobs on the basis of territory or geography - _________ – grouping jobs on the basis of product or customer flow - _________ – grouping jobs by type of customer and needs |
functional, product, geographical, process, customer
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the rights inherent in a managerial position to tell people what to do and to expect them to do it
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authority
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the obligation or expectation to perform
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responsibility
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the concept that a person should have one boss and should report only to that person
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unity of command
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the degree to which decision-making is concentrated at upper levels in the organization.
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centralization
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when an organization relegates decision making to managers who are closes to the action.
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decentralization
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the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
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formalization
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Highly formalized jobs offer little _____ over what is to be done. Low formalization means fewer _______ on how employees do their work.
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discretion, constraints
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What are the characteristics of an organic organization?
Cross-_______ teams, cross-_______, free flow of _______, _______ spans of control, centralization or decentralization?, _______ formalization |
functional, hierarchal, information, wide, decentralization, low
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Name the four contingency variables.
- Overall _____ of the organization, _____ of the organization, _____ use employed by the organization, degree of _____ uncertainty |
strategy, size, technology, environmental
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a six-step process that encompasses strategic planning, implementation, and evaluation
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strategic management process
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Step 1 in the strategic management process focuses on identifying the organization's current _______ (a statement of the purpose of an organization; the scope of its products and services) ,_______ (the foundation for further planning; measurable performance targets) , and _______.
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mission, goals, strategies
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Step 2 of the strategic management process is doing an _______ analysis, the environmental scanning of specific and general environments. Focuses on identifying _______ and _______.
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external, opportunities, threats
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Step 3 of the strategic management process is doing an _______ analysis, assessing organizational resources, capabilities, and activities. _______ create value for the customer and strengthen the competitive position of the firm. _______ can place the firm at a competitive disadvantage. Analyzing financial and physical assets is fairly easy, but assessing _______ assets (employee skills, culture, corporate reputation, etc.) isn't as simple.
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internal, strengths, weaknesses, intangible
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Step 4 in the strategic management process is formulating _______.
1. Develop and evaluate strategic _______. 2. Select appropriate strategies for all levels in the organization that provide _______ advantage over competitors. 3. Match organizational _______ to environmental opportunities. 4. Correct _______ and guard against _______. |
strategies, alternatives, relative, strengths, weaknesses, threats
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Step 5 in the strategic management process is _______ strategies.
_______- effectively fitting organizational structure and activities to the environment. The _______ dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements. |
implementing, implementation, environment
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Step 6 in the strategic management process is _______ results. How effective have strategies been? What adjustments, if any, are necessary?
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Evaluating
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What are the components of a SWOT analysis and which environment does each component relate to?
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Strengths, Weaknesses - Internal Environment
Opportunities, Threats - External Environment |
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Organizational Development techniques that work for U.S. organizations may be inappropriate in other countries and cultures is known as _______.
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Global Organizational Development
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Changing consumer needs and wants, new governmental laws, changing technology, economic changes and the stock market are _______ forces for change.
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external
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New organizational strategy, change in composition of workforce, new equipment and changing employee attitudes are _______ forces for change.
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internal
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Change causes _______!
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stress/fear
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_______ is the opposite of paralysis by analysis.
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Satisfice
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With programmed decisions you (do/do not) have to give a lot of thought.
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do not
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_______ management carry out procedures (involved in day-to-day activities).
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Middle
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_______ management deal with rules.
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Lower
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_______ management create policies.
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Upper
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All decision have _______ (ex: make the wrong decision).
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risk
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With decision-making, apply _______, think about whether it's a _______/_______ decision, and consider the _______.
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rationality, programmed/non-programmed, risks
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Formal planning is _______, _______ down, and communicated down throughout the _______.
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organized, written, organization
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Goals (aka objectives) are the desired outcomes or the _______ result. _______ are how you're going to get there.
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result, plans
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_______ goals are what's on paper, while _______ goals are what gets done.
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Stated, real
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A business plan around 1 year is also known as an _______ plan.
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operational
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Strategic (long-term) plans are now about _______ years.
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5
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Operational plans are (very/not very) specific.
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very
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Organization's don't plan beyond 3 years because of the degree of _______.
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environmental uncertainty
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With environmental uncertainty:
A stable environments involves _______ plans and a dynamic environment involves specific but _______ plans. |
specific, flexible
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With the commitment concept, you have to be able to stick to a plan, commit _______ to see it through.
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resources
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A criticism of planning is that plans cannot be developed for _______ environments. They recognize that things re going to change and want to change with the _______.
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dynamic, time
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Planning in dynamic environments involves developing plans that are specific but flexible, open to _______.
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change
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Persistance in planning eventually pays off. Planning takes _______.
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time
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What you're best at are known as your _______ competencies.
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core
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_______ of control involves how many locations a manager should be responsible of.
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Span
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The downside of work specialization is _______, which can result in human diseconomies such as boredom, fatigue, stress, poor quality, absenteeism, and higher turnover.
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overspecialization
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You see a lot of work specialization in _______.
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manufacturing
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Accounting, HR, and purchasing are examples of _______ departmentalization.
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functional
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You go to a different person to get a loan than to open a checking account is an example of _______ departmentalization.
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product
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Sales and customer service are examples of _______ departmentalization.
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geographic
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Organizational Structure: You need to understand where in your organization you need to put _______ in order to facilitate goals & objectives set forth.
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authority
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Is there a right number for the span of control?
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No, everyone can't manage the same number of employees.
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Hands on managers have a _______ span of control, while managers that trust people have a _______ span of control.
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smaller, wider
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A wide span of control results in _______ managers and is lots _______.
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less, cheaper
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If you don't have the right number for your span of control because you're trying to cut costs, you'll lose what you're saving through _______.
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inefficiencies
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With centralization, there are lots of _______, it's not as _______, and is ok in _______ environmental uncertainty.
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rules/regulations, flexible, low
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The degree to which decision making is concentrated at upper levels in the organization is known as _______. This is common in organizations in which top managers make all the decisions and the lower-level employees simply carry out those orders.
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centralization
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With decentralization, there is _______ environmental uncertainty and they respond _______ when opportunities present themselves,
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high, quickly
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A part of decentralization (when an organization relegates decision making to managers who are closest to the action) where an organization increases the decision-making authority (power) of employees. This is known as _______.
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employee empowerment
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More formalization usually means less _______.
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innovation
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Mechanic vs. Organic Organizations:
Which is more available to move with the times? Which is more successful in environmental uncertainty? |
organic, organic
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Cost minimization is not going to be _______, the cheapest product isn't usually innovative.
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innovative
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Innovation is not highly _______/_______.
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structured/formalized
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If we're setting up an innovative company, we're going to have _______ formalization, (centralized or decentralized?), _______ spans of control.
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low, decentralized, wide
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_______ organizational structures tend to be most effective in stable and simple environments. The flexibility of _______ organizational structures is better suited for dynamic and complex environments.
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mechanistic, organic
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The greater the environmental uncertainty, the more an organization should be (centralized or decentralized)?
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decentralized
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