1. a system of tasks, reporting relationships, and communication linkages
    organization structure
  2. describes the arrangement of work positions within an organization
    organization chart
  3. the official structure of the organization
    formal structure
  4. the set of unofficial relationships among an organizations members
    informal structure
  5. identifies the informal structures and their embedded social relationships that are active in an organization
    social network analysis
  6. the process of grouping together people and jobs into work units
  7. groups together people with similar skills who perform similar tasks
    functional structure
  8. combines functional and divisional approaches to emphasize project or program teams
    matrix structure
  9. brings together members from different functional departments
    cross-functional team
  10. uses IT to link with networks of outside suppliers and service contractors
    network structure
  11. organizations join together in partnership to pursue an area of mutual interest
    strategic alliance
  12. uses information technologies to operate as a shifting network of alliances
    virtual organization
  13. top management keeps the power to make most decisions
  14. top management allows lower levels to help make many decisions
  15. emphasizes formal authority, rules, order, fairness, and efficiency
  16. bureaucratic, using a centralized and vertical structure
    mechanistic designs
  17. are adaptive, using a decentralized and horizontal structure
    organic designs
  18. splits one job between two people
    job sharing
  19. involves using IT to work at home or outside the office
  20. are clear, well defined, and widely shared among member
    strong cultures
  21. weak cultures
    no structure or socialization: no hero
  22. the process through which new members learn the culture of an organization
  23. what you see and hear when walking around an organization
    observable culture
  24. found in the underlying values of the organization
    core culture
  25. beliefs and values shared by organization members. make the mission statement affective
    core values
  26. uses symbols to establish and maintain a desired organizational culture
    symbolic leader
  27. the process of taking a new idea and putting it into practice
  28. four stages of innovation
    • knowledge accunulation
    • incubation
    • discovery
    • implementation and evaluation
  29. result in better ways of doing things
    process innovations
  30. result in new or improved goods or services
    product innovations
  31. result in ways for firms to make money
    business model innovations
  32. tries to change the behavior of another person or social system
    change leader
  33. results in a major and comprehensive redirection of the organization
    transformational change
  34. bends and adjusts existing ways to improve performance
    incremental change
  35. comprehensiveplan guiding resource allocation to achieve long term org. goals
  36. focuses org. energies on achieveing a compelling goal
    strategic intent
  37. means operating in successful ways that are difficult to imitate
    competitive advantage
  38. identififes how a divison or strategic business unit will compete in its product or service domain
    business strategy
  39. guides activities within one specific area of operations
    functional strategy
  40. involves expansion of the org. current operations
    growth strategy
  41. expansion occurs by entering new business areas
  42. growth by acquiring suppliers or distributors
    vertical intergration
  43. changes operations to correct weakness
    retrenchment strategy
  44. where bussiness closes and sells its assets to pay creditors
  45. reduces the scale or mix of operations
  46. decreases the size of operations
  47. sells off parts of the org. to refocus attention on core bussiness areas
  48. org. join togeather in partnership to pursue an area of mutual interest
    strategic alliance
  49. the process of formulating and implementing strategies
    strategic management
  50. the process of creating strategies
    strategy formulation
  51. the process of putting strategies into action
    strategy implementation
  52. examines org. strenghts and weaknesses, and enviromental opportunities and threats
    SWOT analysis
  53. a special strenght that gives an org. a competitive advantage
    core competency
  54. Porters Five forces of industry attractiveness
    • new entrants
    • customers
    • substitutes
    • industry comp.
    • suppliers
  55. offers products that are unipue and different from the competition
    differentiation strategy
  56. seeks to operate with lower cost than competitors
    cost leadership strategy
  57. analyzes business opportunities according to market growth rate and market share
    BCG Matrix
  58. inspires people to implement org. strategies
    strategic leadership
  59. makes sure strategies are well implemented and that poor strategies are scrapped or changed
    strategic control
  60. involves indetifying and taking action to resolve problems
    problems solving
  61. the ability to gather and use info to solve problems
    information competency
  62. approaches problems in a rational and analytical fashion
    systematic (mesinistic) thinking
  63. approaches problems in a flwxible and spontaneous fashion
    intuitive (organic) thinking
  64. offers complete info on possible action alternatives and their consequences
    certain environment
  65. lacks complete info but offers probabilities of likely outcomes for possible action alternatives
    risk environment
  66. lacks so much info that is is difficult to assign probablities to the likely outcomes of alternatives
    uncertain enviroment
  67. applies a colution from past experience to a routine problem
    programmed decision
  68. applies a specific solution that has been crafted to address a unique problem
    nonprogramed decision
  69. process begins with idenification of a problem and ends with evauation of implemented solutions
  70. involves comparing the costs and benefits of each potential course of action
    cost-benefit analysis
  71. chooses the first satisfactory alternative that presents itself
    satosficing decision
  72. the generation of a novel idea or unique approach that solves a problem or crafts an opportunity
  73. uses readily available info to asses a current situation
    availability heuristic
  74. assesses the likeihood of an occurrence using a stereptyped set of similar events
    representativeness heuristic
  75. adjusts a previously existing value or starting point to make a decision
    anchoring and adjustment heuristic
  76. oversight of top managementr by a board of directiors or board of trustees
  77. planning organizing leadingcontrolling staffing that use of resources to accomplish performance goals
    management process
  78. the process of setting objectives and determining what should be done to accomplish them
  79. the process of assigning tasks, allocating resources and coordingating work activities
  80. the process of arousing enthsiasm and inspring efforts to achieve goals
  81. the process of measuring performance and taking action to ensure desired results
  82. the ability to use ecpertise to perform a tack with proficiency
    teachnical skill
  83. ability to work well in coorperation with other people
    human skill
  84. the ability to manage ourseleves and our relationsships effectively
    emotional intelligence
  85. the ability to think analytically and solve complex problems
    conceptual skill
  86. the worldwide interdependence of resource flows, product markets, and business competition
  87. involves contaracting for work that is performed by workers in other countries
    global outsourcing
  88. set moral standards of what is "good" and "right" behavior in organization and inn our personal lives
  89. oversight of company's management by a board of directors
    corporate governance
  90. the display of negative irrational attitudes towards women or minorities
  91. actively denies women and inorrites the full benefits of organizational membership
  92. the collective brainpower or shared knowledge workforce
    intellectual capital
  93. use their minds and intellects as critical assets to emoloyers
    knowledge workers
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