Term
| tool people use to coordinate their actions to obtain something they desire or value, that is, to achieve their goals |
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Definition
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Term
| How does an organization create value? |
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Definition
| input, conversion, output |
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Term
| The production of goods and services most often takes place in an organizational setting because people working _____ to produce goods and services usually can create more value than people working _____ |
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Definition
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Term
| 5 Reasons for the Existence of Organizations: To increase _____ and the _____ of labor, to use _____-scale technology, to manage the organizational _____, to economize on _____ costs, to exert _____ and _____ |
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Definition
| specialization, division, large, environment, transaction, power, control |
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Term
| study of how organizations function and how they affect and are affected by the environment in which they operate |
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Definition
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Term
| formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals |
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Definition
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Term
| set of shared values and norms that controls organizational members' interactions with each other and with suppliers, customers, and other people outside the organization |
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Definition
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Term
| process by which managers select and manage aspects of structure and culture so an organization can control the activities necessary to achieve its goals |
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Definition
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Term
| process by which organizations move from their present state to some desired future state to increase their effectiveness |
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Definition
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Term
| What were the consequences of Jobs' managerial style which he employed initially at Apple? Jobs' arbitrary and overbearing style of management led to fierce _____, _____, and growing _____ distrust among workers. He often related to favoritism and his strained relationship with Sculley (CEO of Apple) led to Jobs losing _____ of the company. |
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Definition
| competition, misunderstanding, distrust, control |
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Term
| What was the first step taken by Jobs when he returned to Apple in 1997? Jobs' first step was to create a clear _____ and _____ to energize and motivate Apple employees. He did this by introducing new equipment, delegating work, setting challenging goals, and ensuring that time schedules for different projects were met. |
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Definition
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Term
| Managers have recognized the implications that organizational design and change have in increasing employee _____, dealing with _____, gaining a _____ edge and managing _____ |
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Definition
| effectiveness, contingencies, competitive, diversity |
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Term
| event that might occur and must be planned for |
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Definition
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Term
| the ability of one company to outperform another because its managers are able to create more value from the resources at their disposal |
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Definition
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Term
| The capacity of organizations to create value increases enormously as organizations introduce better ways of _____ and _____ goods and services. This can be achieved through _____ and the use of _____ technology and newer and more _____ organizational structures |
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Definition
| producing, distributing, specialization, modern, efficient |
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Term
| One reason for decline is a loss of _____ over organizational structure and culture |
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Definition
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Term
| _____, _____, and _____ are the three most important processes managers use to evaluate how effectively the organization is creating value |
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Definition
| control, innovation, efficiency |
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Term
| having control over the external environment and having the ability to attract resources and customers |
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Definition
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Term
| developing an organization's skills and capabilities so the organization can discover new products along with creating new organizational structures and cultures to adapt to change |
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Definition
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Term
| developing modern production facilities using new information technologies that can produce and distribute a company's products in a timely and cost-effective manner |
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Definition
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Term
| The External Resource Approach |
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Definition
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Term
| The Internal Systems Approach |
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Definition
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Term
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Definition
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Term
| guiding principles that the organization formally states in its annual report and in other public documents and usually they lay out the mission of the organization |
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Definition
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Term
| specific long- and short-term goals that guide managers and employees as they perform the work of the organization |
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Definition
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Term
| Value is created through three stages: _____, _____, and _____. At the input stage, value depends on how an organization _____ and _____ the inputs; certain inputs create more value than others. At the conversion stage, value is a function of employees' _____, including learning from and responding to the environment. Output creates value if it satisfies a _____. _____ is important to value creation by recognizing a need, gathering inputs, and transforming them into a product or service. The value creation cycle will continue if customers are _____; profits will generate inputs and improve the conversion process. |
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Definition
| input, conversion, output, selects, obtains, skills, need, Entrepreneurship, satisfied |
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Term
| Organization _____ is the study of how organizations function and how they affect and are affected by the environment in which they operate. Organizational theory deals with the whole organization. Organizational _____ entails decisions about structure and culture. Organizational _____ is the formal set of task and authority relationships. Organizational _____ is a set of shared values that influence behavior. |
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Definition
| theory, design, structure, culture |
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Term
| Organizational _____ is the ability to use resources to create value; it includes _____, _____, and _____ |
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Definition
| effectiveness, control, innovation, efficiency |
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Term
| Evaluates a company's ability to obtain scarce resources and valued skills. Indicators include stock prices, return on investment, and market share. These indices are compared to competitors' indices. However, this approach fails to consider organizational culture and structure |
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Definition
| external resource approach |
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Term
| Reviews the organization's ability to innovate and respond to the environment quickly. Some measures include the length of time to get a product to market, decision-making speed, and coordination time. This approach does not consider costs or the external environment |
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Definition
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Term
| The External Resource Approach |
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Definition
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Term
| The Internal Systems Approach |
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Definition
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Term
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Definition
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Term
| guiding principles that the organization formally states in its annual report and in other public documents and usually they lay out the mission of the organization |
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Definition
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Term
| specific long- and short-term goals that guide managers and employees as they perform the work of the organization |
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Definition
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Term
| Value is created through three stages: _____, _____, and _____. At the input stage, value depends on how an organization _____ and _____ the inputs; certain inputs create more value than others. At the conversion stage, value is a function of employees' _____, including learning from and responding to the environment. Output creates value if it satisfies a _____. _____ is important to value creation by recognizing a need, gathering inputs, and transforming them into a product or service. The value creation cycle will continue if customers are _____; profits will generate inputs and improve the conversion process. |
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Definition
| input, conversion, output, selects, obtains, skills, need, Entrepreneurship, satisfied |
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Term
| Organization _____ is the study of how organizations function and how they affect and are affected by the environment in which they operate. Organizational theory deals with the whole organization. Organizational _____ entails decisions about structure and culture. Organizational _____ is the formal set of task and authority relationships. Organizational _____ is a set of shared values that influence behavior. |
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Definition
| theory, design, structure, culture |
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Term
| Organizational _____ is the ability to use resources to create value; it includes _____, _____, and _____ |
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Definition
| effectiveness, control, innovation, efficiency |
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Term
| Evaluates a company's ability to obtain scarce resources and valued skills. Indicators include stock prices, return on investment, and market share. These indices are compared to competitors' indices. However, this approach fails to consider organizational culture and structure |
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Definition
| external resource approach |
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Term
| Reviews the organization's ability to innovate and respond to the environment quickly. Some measures include the length of time to get a product to market, decision-making speed, and coordination time. This approach does not consider costs or the external environment |
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Definition
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Term
| Reviews an organization's ability to use skills and resources efficiently. This approach considers neither the environment nor structure and culture |
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Definition
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Term
| Specific forces in the environment that have the greatest opportunity to _____ or _____ this organization's ability to obtain resources and dispose of its goods or services: shareholders, suppliers, distributors, customers, competitors, government |
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Definition
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Term
| Examples of _____ and _____ behaviors: quality of medical care, role of insurance companies, interactions with pharmaceutical representatives, medical research, legality and ethicality of certain kinds of medical dilemmas such as mercy killing |
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Definition
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Term
| All organizations attempt to increase their _____ (and not just for-profit corporations) |
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