Term
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Definition
Writing things down
-- All the rules are written down and documented so there is no ambiguity |
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Term
|
Definition
all of the background conditions in the external environment of the organization
broad envelope of dynamic forces within which the organization and exists, and the manager must important decisions |
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Term
| 5 types of General Environment |
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Definition
Economic conditions
legal political conditions
socio-cultural conditions
technological conditions
Natural Environment Conditions |
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Term
|
Definition
Overall Health of the economy
Includes: 1) customer spending
2) resource supplies
3) investement capital
4) financial markets
5) inflation
6) Job outlook
7) Unemployment
These all affect the amount of wealth available to customers, which affects product markets and spending patterns |
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Term
| Legal political Conditions |
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Definition
Existing and proposed laws and regulations
Governement Policies
Philosophy and objectives of political parties
Ex. Google and their struggles with China |
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Term
| Socio-Cultural conditions |
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Definition
Norms, customs, and social values of soceity or region
Ex. ethics, human rights, gender roles, life styles, education, demogrpahic patterns |
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Term
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Definition
| Managers must be aware of the latest technologies and their implications |
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Term
| Natural Environment Condition |
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Definition
Green and Sustainable business practices
Minmize the impact on the natural environment and preserve it for future generation |
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Term
| Specific (Task) Environment |
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Definition
Also known as Stakeholders
- actual organizations, groups, and persons that the organization interact with.
Ex. Customers, suppliers, competitiors, regulators, investors/owners |
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Term
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Definition
| Is creating value fo and satisfying the needs of stakeholders |
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Term
| Key issues in an organization-envirnment relationships |
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Definition
Competitve Advantage
Environmental Uncertainty
Customer and Supplier relationships |
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Term
|
Definition
a core competency that clearly sets an orgnization apart from competitors and gives it an advantage over them in the marketplace
- Not just what companies are good at but what sets them apart
- Allows the organization to better deal with environmental forces |
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Term
| Competitve Advantage can be acheived through... |
|
Definition
Brand Managment (product differentiation)
Technology
Cost Effciecny
Quality (tiffanys)
Flexibility (tailors products services to fit customer needs, Subway)
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Term
| Environmental Uncertainty |
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Definition
a lack of complete information regarding what exists and what developments may occur in the external environment
Two dimensions:
1) degree of complexity (number of different factors in the environment)
2) Rate of change of these factors |
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Term
| Ex. of a high Uncertainty environment |
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Definition
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Term
| Customer Relation Management |
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Definition
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Term
|
Definition
Strategic management of all operations linking an organization and its suppliers
- Includes purchasing, transportation, logistics, inventory management
- focus on acheiving effciency while ensuring on time availability of quality resources |
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Term
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Definition
| The process of setting objectives and determining how to best accomplish them |
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Term
|
Definition
| Specific results or desired outcomes that one intends to achieve |
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Term
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Definition
| A statement of action steps to be taken in order to accomplish objectives |
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Term
|
Definition
Priority oriented
- the most important things get first attention
Action oriented
a results driven sense of direction; avoid complacency
Advantage oriented
- all resources are used to the best advantage
Change oriented
- anticipating problems and opportunities to best deal with them |
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Term
|
Definition
- Ongoing process
- Planning is the first step in the management process
- Planning sets the stage for the other functions by providing a sense of directions |
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Term
|
Definition
Short Range plans
- 1 year or less
Intermediate Plans
- 1-2 years
Long Range Plans
- 3 or more years
higher management levels focus on longe time plans |
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Term
|
Definition
| set broad, comprehenseive, and longer term-action directions for the entire organization |
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Term
|
Definition
define what needs to be done in specific areas to implement strategic plans
Standing Plans
- designed for repeated use such as policies and procedures
Single Use Plans
- ex. budgets |
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Term
|
Definition
| broad guidelines for making decisions and taking action in specific circumstances |
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Term
|
Definition
| describe exactly what actions are to be taken in specific situations |
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Term
|
Definition
| making assumptions about what will happen in the future |
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Term
|
Definition
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Term
|
Definition
| uses mathematical and statistical analysis of historical data and surveys |
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Term
|
Definition
identifying alternative courses of action that can be implemented to meet the needs of changing circumstances
- anticipate changing environmental conditions
- mitigate disasters |
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Term
|
Definition
use of external comparisons to better evaluate current performance and identify possible actions for the future
- adopting best practices of other organizations that achieve superior performance
- comparing plans to other plans |
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Term
| How to succesfully accomplish a plan |
|
Definition
1) look ahead and meet future challenges
2) Use insight, flexibility, and discipline to stay focused on goals even as problems arise
3) adjust plans
4) set goals |
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Term
| Goal Setting and Goal acomplishment |
|
Definition
1. set specific goals
2. set challenging goals
3. make sure they are attainable
4. must be timely
5. goals are measurable
6. set participativley |
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Term
|
Definition
| objectives (goals) should be integrated across people, work units, and levels of an organization |
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Term
| Participation and Involvement |
|
Definition
- participatory planning requires that the planning process include people who will be affected by the plans and/or will help implement them
Benefits
- promotes creativity
- increase available information
- fosters understanding, acceptance, and commitment to the final plan |
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Term
|
Definition
Jointly plan
- setting objectives, setting standards, choosing actions
Individually act
- performing tasks (member)
- Providing support (leader)
Jointly Control
- reviewing results
- discussing implications
- renewing MBO cycle
After the jointly control step they go back to team member, and team leader |
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Term
|
Definition
- Focused workers on most important tasks and objectives
- focuses supervisors efforts on important areas of support
- contributes to relationship building
- givers workers a structured opportunity to participate in decision making |
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Term
|
Definition
| is a comprehensive action plan that identifies long term direction for an organization and guides resource utilization to accomplish organizational goals |
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Term
| Sustainable Competitive Advantage |
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Definition
| the ability to outperform rivals in ways that are difficult or costly imitate |
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Term
| Barriers to Competitive Advantage |
|
Definition
Cost and Quality
Knowledge and speed
barriers to entry
Financial Resources |
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Term
|
Definition
| Focuses and applies organizational energies on a unifying and compelling goal |
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Term
|
Definition
Corporate Strategy
Business Strategy
Functional Strategy |
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Term
|
Definition
Sets a long term direction for the total enterprise to achieve competitive strategi advantage
- answers the question "what industries and markets should we compete in"
-Ex. acquisitions, expansions, cutbacks |
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Term
|
Definition
identifies how a division or strategic business unit will compete in its product or service domain
- Answers the question " How are we going to compete for customers in this industry and market"
-Include choices about product,/service mix, facility location, new technologies, |
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Term
|
Definition
SBU are often used to describe a business firm that is part of a larger enterprise
Each SBU has their own business strategy |
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Term
|
Definition
- Guides the use of organizational resources to implement a business strategy
- Guides activities within one specific area of operations
- Marketing, manufacturing, finance, human resources
- Answers the question " How can we best utilize resources within a function to implement our business strategy" |
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Term
|
Definition
| - The process of formulating and implementing strategies |
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Term
|
Definition
- The first step in Strategic Management
- is the process of analyzing the organization, the environment, and the organizations competitive position and current strategies
- Identify and analyze
- mission and stakeholder
- core values
- objectives
- SWOT
- Porters Five Forces |
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Term
|
Definition
- The process of crafting strategies to guide the allocation of resources
- Creating New strategies
- Revise Objectives and select new strategies
- Coporate
- Business
- Functional |
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Term
|
Definition
- The process of putting strategies into action
- Implement Strategies
- Management Systems and Practices
- Strategic Leadership
- Evaluate Results
- control and corporate governance
- renew strategic management process |
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Term
|
Definition
- Expresses expresses the organizations reasons for existence
- Important tests of the mission is how well it serves the organizations stakeholders |
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Term
|
Definition
- Individuals and groups directly affected by the organization and its strategic accomplishments
- Employees, Communities, shareholders, customers, suppliers |
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Term
|
Definition
- Broad fundamental beliefs about what is (or is not) good, appropriate or worthwhile
- Helps build a clear organizational culture |
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Term
|
Definition
is the predominant value system for the organization as a whole
- helps back up the mission by guiding behavior of members in ways consistent with the core values |
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Term
|
Definition
- Specific results that organizations try to accomplish
Ex. of Operating Objectives
- Profitability
- Market Share
- Human Talent
- Financial health
- Cost Efficiency
- Product quality
- innovation
- social responsibility |
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Term
|
Definition
- Examines organizational strengths and weaknesses and environmental opportunities and threats
- is the internal analysis of organizations internal strengths and weaknesses and external opportunities and threats |
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Term
|
Definition
- Things that organization does that gives them a special strength or a competitive advantage
- part of Organizational Strengths and Weaknesses
- Special Knowledge, expertise, superior technologies, unique product distributions systems |
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Term
| Environmental Opportunites |
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Definition
| - Possible New markets, strong economy, weaknesses in competitors, emerging technologies |
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Term
|
Definition
| - Emergence of new competitors, resource scarcity, changing customer tastes, new regulations, weak economy |
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Term
|
Definition
- Help make strategic choices that best position a firm within the industry
- The five forces affect industry competition, and attractiveness
1) Industry Competition
- the intensity of rivalry between competing firms
2) New Entrants
- the threat of new competitors entering the market
3) Substitute Products or Services
- the threat of substitute products or services coming into the market, the ability for customers to get what they want from other businesses
4) Bargaining power of supplies
- the ability of resource suppliers to influence the price that one has to pay for their product or services
5) Bargaining power of Customers
- The ability of customers to influence the price they will pay for the firms products or services |
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Term
|
Definition
- The ideal condition for for a firm to operate in
- No competitors |
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Term
|
Definition
Facing just a few competitors
What firms usually operate in |
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Term
|
Definition
Facing several direct competitors
ex. Fast Food industry
Comp advantage seems to short lived |
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Term
|
Definition
Few Competitors
High barriers to entry
few substitute products
low power of suppliers
low power of customers |
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Term
|
Definition
Many Competitors
Low Barriers to entry
Many substitute products
High power of suppliers
High power of customers |
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Term
|
Definition
Adopts standardized products and advertising for use world wide
views the world as one large market
Makes decision from corporate home base
same prodcuts/advertising around the world |
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Term
|
Definition
Customizes products and advertising to best fit the local needs
Local and Regional managers are given power to make decisions that will best suit the area they are in |
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Term
|
Definition
Seeks efficiencies of global operations with attention to local markets
Operates without a strong national identity and blend seamlessly with the global economy to fully tap its potential.
Resources acquired worldwide and done wherever its chepaest |
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Term
|
Definition
| organizations join together in partnership to pursue an area of mutual interest |
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Term
|
Definition
Contracting to purchase important servies from another organization
IBM outsources IT to India
Way of achieving strategic alliance |
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Term
|
Definition
in which preferred supplier relationships guarantee a smooth and timely flow of quality supplies among alliance partners
Way of achieving strategic alliance |
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Term
|
Definition
where firms join to gather to sell and distribute products or services
Form of strategic alliance |
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Term
|
Definition
is the strategy of working with rivals on projects of mutual benefit
Dalmer and BMW work together to make better engines |
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Term
|
Definition
| seek an increase in size and the expansion of current operations |
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Term
|
Definition
| maintains current operations without substantial changes |
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Term
| Retrenchment or Renewal Strategy |
|
Definition
| involves reducing the size of or substantially rearranging current operations |
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Term
| Concentration Growth Strategy |
|
Definition
| focus on growth of a core business area |
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Term
| Diversification Growth Strategy |
|
Definition
Acquisition or investment in a new and different business areas
can be related or unrelated |
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Term
|
Definition
Acquiring distributors or Suppliers
Backward=acquire suppliers
Forward= Acquire distributors |
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Term
| Retrenchment Renewal Strategies |
|
Definition
Restructuring
Downsizing
- decrease the size of operations
Divestiture
- selling off parts of the organization to focus on core business areas |
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Term
| Strategic Portfolio Planning |
|
Definition
Seeks the best mix of investments among alternative business opportunities
- BCG matrix analyzes opportunities according to market growth rate and market share |
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Term
|
Definition
Poor Positioning, Growing industry
Growth or retrenchment strategy
high in growth rate low in market share |
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Term
|
Definition
High in growth rate, and large market share
Growth Strategy |
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Term
|
Definition
Poor Market gorwth rate, poor market share
Retrenchment Strategy |
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Term
|
Definition
High Market Share, low growth industry
Stability or modest growth strategy |
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Term
|
Definition
Seek competitve advantage through uniqueness.
Try to develop products that are clearly different from their competitors, or through advertising are perceived as different
Must have strengths in R/D and Marketing and Advertising
Coke and Pepsi |
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Term
|
Definition
Organizations pursuing this try to operate with low costs so that they can sell products and services at low prices.
Ex. Walmart |
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Term
|
Definition
Concentrates on serving a unique market segment better than anyone else.
Competitive advantage is achieved through differentiation or cost leadership |
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Term
|
Definition
Offers a unique product to a special market segment
Airlines that only cater to the wealthy |
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Term
|
Definition
A strategy that seeks the lowest costs of operations within a special market segment
Ryan Air that gives no thrills flying for super cheap |
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Term
| Porters Business Level Strategy |
|
Definition
He believes tha strategic decisions should be drive by
1. The market scope being broad or narrow
2. Source of competitive advantage (low price or unique product) |
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Term
| Porters Generic Strategy Framework |
|
Definition
1.) Broad Market Scope, Low Price= Cost Leadership strategy (Big K Kola)
2.) Narrow Market Scope, Low Price= Focused low cost strategy (Red Cherry Pop)
3.) Broad Market Scope, Unique Product= Differentiation (coke and pepsi)
4.) Narrow Market Scope, Unique product= Focused differentiation (A&W Root Beer) |
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Term
|
Definition
Is the system of control and performance monitoring of top management
Looks over top managers to make sure they are acting in the right way, ethically, and for the company |
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Term
|
Definition
| Makes sure strategies are well implemented and that poor strategies are scrapped or modified |
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Term
|
Definition
Inspires people to continuously change, refine, and improve strategies and their implementation.
A strategic leader must maintain strategic control |
|
|
Term
| Key attributes of Strategic Leadership |
|
Definition
1) Has to be the guardian of trade offs
- Make sure that the resources are allocated in ways consistent with the strategy
2) Needs to create a sense of urgency
- not allowing the organization and its members to grow slow and complacent
3) Strategic leader needs to make sure that everyone understands the strategy
- must make sure that the strategy is understood
4) A strategic leader needs to be a teacher
- teach the strategy and make it a cause, must become an everpresent commitment through the organization, must be a great communicator, and everyone must understand |
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Term
| Lack of Participation Error |
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Definition
| is a failure to include key persons in strategic planning |
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Term
|
Definition
The process of allocating resources and putting strategies into action
All organizational and management system must be mobilized to support and reinforce the accomplishment of strategies |
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Term
|
Definition
| Strategic thinking and risk taking behavior that results in the creation of new opportunities for individuals and/or organizations |
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Term
|
Definition
| Risk taking individuals who take actions to purse opportunities and situations others may fail to recognize or may view as problems or threats |
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|
Term
| Characteristics of Entrepreneurs |
|
Definition
People who introduce a new product or operational change in an existing organization
- high energy
- High need for achievement
- Tolerance for ambiguity
- Self Confidence
- Passion and action orientation
-self reliance and desire for independence
-flexibility
- to understand an entrepreneur study a juvenile delinauent, they both say this sucks im gonna do it my way |
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Term
| Typical Backgrounds of Entrepreneurs |
|
Definition
- Parents were entrepreneurs
- Families encouraged responsibility, initiative, and independence
- Have tried one or more business ventures
- Have relevant personal or career experience
- become entrepreneurs between age 22-40
- independent
- strong interests in creative production and enterprise control |
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|
Term
| Myths about Entrepreneurs |
|
Definition
- Entrepreneurs are born, not made
- Entrepreneurs are gamblers
- Money is the key to success
- You have to be young
- You must have a business degree |
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Term
| Necessity Based Entrepreneurship |
|
Definition
- Driven by absolute need
- Takes place because other employment opportunities do not exist
- often minorities, and women
- those who hit the glass ceiling |
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Term
|
Definition
- Is a unique form of ethical entrepreneurship that seeks new wats to solve pressing social problems
- Ex. Job training for homeless, improving literacy etc |
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Term
|
Definition
- That take risks to find new wats to solve pressing social problems
- |
|
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Term
|
Definition
- fewer than 500 employees
- Independently owned and operated
- does not dominate its industry
- 99% of American businesses
-largest percentage of business worldwide (60% of U.S. Employment) |
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Term
| Pros/Cons of Family Business |
|
Definition
Pros
- Can provide an ideal business situation (control, loyalty, dedication)
Cons
- Can lead to problems unique to family business (succesion, balancing, interests, conflict) |
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Term
|
Definition
is when a business owner sells to another the right to operate the same business in another location
Subway, Quiznos, McDonalds |
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Term
|
Definition
is a new temporary venture that is trying to discover a profitable business model for future success
- early goals should be to move fast and create a minimum viable product |
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Term
|
Definition
Use things like open source software, while staying small and striving to keep operations as simple as possible
- FaceBook
-using open software and free internet services |
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Term
|
Definition
| is the issue of who will run the business when the current head leaves |
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Term
|
Definition
| Describes how the leadership transition and related financial matters will be handled |
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Term
| Why Small Businesses Fail |
|
Definition
- Lack of Expertise
- Ethical Failure
- Lack of commitment
- Lack of experience
- Poor Financial control
- Lack of strategic leadership
- Growing too fast
- Lack of Strategy |
|
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Term
|
Definition
Offer space, shared services, and advice to help get small businesses started
Have a common goal of increasing survival rates of start ups
build jobs and expand economic opportunities in local communities |
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|
Term
| Small Business Development Centers |
|
Definition
Founded with support from the U.S. Small Business Administration to provide advice to new and existing businesses
Often associated with colleges and universities |
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Term
| Life Cycle of Entrepreneurial Firm |
|
Definition
Birth Stage (Fighting for Existence and survival)
- establishing the firm
-getting customers
- finding the money
Breakthrough Stage (Coping with growth and takeoff)
- Working on finances
- becoming profitable
- Growing
Maturity Stage (Investing Wisely and staying flexible)
- Refining the strategy
- Continuing growth
- Managing for success |
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Term
|
Definition
- Is an individual/married couple pursuing business for a profit
- Most common form
- Simple to start, run, terminate
- does not involve incorporation, owner is personally liable |
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Term
|
Definition
| -Two or more people agree to contribute resources to start and operate a business together |
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Term
|
Definition
share management responsibilities
- Simple and most common form |
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Term
|
Definition
- General partner and one or more limited partners who do not participate in day to day management
- share in profit but losses limited to amount of investment |
|
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Term
|
Definition
| - Common among professionals, limits the liability of one partner for the negligence of another |
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Term
|
Definition
A legal entity charted by the state and exists separately from its owners
- Can be profit or non profit
- Advantages
--legal rights
-- owners asset protection (corp is responsible for its own liability)
Disadvantages
- Cost
-Complex rules, documentation |
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Term
|
Definition
is a hybrid business form combining the advantages of a sole proprietorship, partnership and corporation
- liability wise it functions like a corporation, protecting the assets of owners against claims made against the company
- For tax purposes it functions as a partnership in teh case of multiple owners and as a sole proprietorship in the case of a single owner |
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Term
|
Definition
Borrow from personal or organization against collateral
Must be repaid with interest |
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Term
|
Definition
Individual or organizational investors are given part ownership in return for their cash investment
does not need to be repaid |
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Term
|
Definition
The process of arranging people and other resources to work together to accomplish a goal
2nd step of the Management Process after plans are created
Division of labor, clarifying jobs, who does what, whose in charge, how do different parts of the org relate to one another |
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Term
|
Definition
- The ways in which various parts of an organization are formally arranged in
- the system of tasks, reporting relationships, and communication channels that link together the work of diverse people
- should allocate tasks through division of labor and provide for coordination of performance results |
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Term
|
Definition
a Diagram that Describes the arrangement of work positions within the organization
identifies various positions and job titles, lines of authority, and communication
shows formal structure |
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Term
|
Definition
The official structure of the organization
You can learn
1) division of labor
2) Supervisory relations
3) Communication channels
4) Major Subunits
5) Levels of management |
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Term
|
Definition
Unofficial relationships among an organizations members
Shows who talks to who, where they meet, are they friends |
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|
Term
| Advantages of Informal Structure |
|
Definition
- Helps people accomplish their work
- Overcomes limits of formal structure
- Gaining access to interpersonal networks
- Informal learning |
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Term
|
Definition
- May work against the best interest of the organization
- May carry inaccurate information
- Breeds resistance to change
- divert work efforts away from important objectives
- Feeling of alienation by outsiders |
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Term
|
Definition
identifying informal structures and their embedded social relationships
asks who people turn to for help, who they communicate with, who energizes and deenergizes them
a map of how work really gets done |
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Term
|
Definition
| is the process of grouping people and jobs into work units |
|
|
Term
|
Definition
people with similar skills and performing similar tasks are grouped together into formal work units
people share tech expertise, interests, and responsibilities |
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|
Term
| Advantages of Functional Structures |
|
Definition
- Effcient use of resources
- Tasks correspond with people skilled in that department
- High quality technical problem solving
- In depth training and skill development within functions
- clear career paths within functions |
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|
Term
| Functional Chimneys Problem (functional silos problem) |
|
Definition
is a lack of communication and coordination across functions
the functions become to formalized, and the sense of a common purpose is lost |
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Term
|
Definition
| Groups people working together working on the same product, in the same area, and with similar customers, or on the same processes |
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|
Term
| Product structure (divisional) |
|
Definition
Groups together people and jobs focused on a single product or service
Leads to managers being more responsive to change and a flatter quicker structure |
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|
Term
| Geographical Structure (Divisional) |
|
Definition
group together jobs and activities being performed in the same location
used when there is aneed to differentiate products/services in various locations
common in international companies |
|
|
Term
| Customer Structures (divisional) |
|
Definition
group together jobs and activities that are serving the same customers and clients
Goal is to best serve the special needs of the different customer groups
common in consumer product business |
|
|
Term
| Work Process (divisional) |
|
Definition
A group of related tasks that collectively creates something of value to the customer
ex. Order fulfillment by a catalog retailer, a process of ordering by the customer to a point of delivery (fulfillment) |
|
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Term
|
Definition
| Groups together jobs and activities that are part of the same process. |
|
|
Term
| Disadvantages of divisional structure |
|
Definition
-Duplication of resources and efforts across divisions
- Competition and poor coordination across divisions |
|
|
Term
|
Definition
- More flexibility
- improved coordination across functional area
- expertise focused on specific customers, products, regions |
|
|
Term
|
Definition
| Combines functional and divisional structures to gain advantages and minimize disadvantages of each |
|
|
Term
|
Definition
use permanent teams that cut across functions to support specific products, projects, or programs
workers belong to two formal groups,
1) a functional group
2) project team
-Report to two bosses one in each group |
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|
Term
| Advantages of matrix structures |
|
Definition
- Improved decision making
- increased flexibility in restructuring
- better performance accountability
- better customer service
-improved strategic management |
|
|
Term
|
Definition
- Two boss system leads to power sturggles
- two boss system can create task confusion
- team meeting are time consuming |
|
|
Term
|
Definition
| Use permanent and temporary cross functional teams to improve lateral relations |
|
|
Term
|
Definition
| Brings together team members from different functional departments |
|
|
Term
|
Definition
| are convened for a particular task or project and disband once it is completed |
|
|
Term
| Advantages of team structures |
|
Definition
- Greater sense of involvement
- Increased enthusiasm for work
- Improved quality of decision making |
|
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Term
| Disadvantages of team structures |
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Definition
- Conflicting loyalties among members
- Excess time spent in meetings |
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Term
| Virtual Network Structures |
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Definition
- Uses information technology to link with networks of outside suppliers and service contractors
- Only own core components and use strategic alliances or outsourcing to provide other components |
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Term
| Advantages of Virtual network structures |
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Definition
- Firms can operate with fewer full time employees
- Reduced costs
- less complex internal systems
- Operations are easy across great distances |
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Term
| Disadvantages of Network Structures |
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Definition
Control and Coordination problems may arise from network complexity
- Potential loss of control over outsourced activities
- If one part fails to complete, then the whole org fails
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Term
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Definition
Eliminates many of the internal boundaries among subsystems and external boundaries with the external environment
- Combination of team and network structures
- Spontaneous teamwork replace formal lines of authority
- teams form and disband as needed |
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Term
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Definition
| Uses IT and the internet to engage a shifting network of strategic alliances |
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Term
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Definition
| Process of Creating structures that accomplish mission and objectives |
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Term
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Definition
Emphasizes formal authority, order, fairness, and efficiency
Classical vertical structure, clear cut division of labor, heirarchy, formal rules and procedures, and promotion |
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Term
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Definition
- Highly Bureaucratic
- Vertical structures
- Centralized
- many rules and procedures
- clear division of labor
- narrow spans of control
- formal coordination
work best for organizations that do routine tasks in stable environments |
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Term
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Definition
- Decentralized
- Horizontal Structures
- fewer rules and procedures
- open divisions of labor
- wide spans of control
- more personal coordination
work well in dynamic uncertain environments |
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Term
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Definition
- Product of organic design
- operates with minimum bureaucracy and encourages worker empowerment and teamwork |
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Term
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Definition
| links all persons with successively higher levels of authority |
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Term
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Definition
| the number of subordinates directly reporting to a manager |
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Term
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Definition
| Have narrow spans of control and many hierarchical levels |
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Term
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Definition
| Have wide spans of control and few hierarchical levels |
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Term
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Definition
| the process of distributing work to others |
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Term
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Definition
| allows other to make decisions and exercise discretion in their work |
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Term
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Definition
| is the concentration of authority for most decisions at the top level of an organization |
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Term
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Definition
| is the dispersion of authority to make all decisions throughout all levels of the organization |
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Term
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Definition
| Provide technical expertise for other parts of the organization |
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Term
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Definition
| The system of shared beliefs and values that develops within an organization and guides the behavior of its members |
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Term
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Definition
| the proces by which new members learn the culture of the organization |
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Term
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Definition
- High acceptance and awareness
- One dominant culture
- Behavioral consistency |
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Term
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Definition
- Low acceptance and awareness
- Existence of strong subcultures
- Large variations in behavior |
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Term
| Orgnizations that have strong culture |
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Definition
- Performance oriented
- Discourage dysfunctional work behavior
- emphasize teamwork
- allow for risk taking
- encourage innovation
- value the well being of people |
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Term
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Definition
The part of culture that one can readily see and hear when walking around in an organization
Ex. Sign, clothing, language |
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Term
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Definition
Underlying core values, assumptions, beliefs that influence behavior and contribute to observable culture
- potential source of comp advantage |
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Term
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Definition
- Describes managers who actively help to develop, communicate and enact shared values
- Values must be practiced, shared, modeled and reinforced
- tools are heroes, symbols, stories, ceremonies
Ex. Southwest |
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