management 2

what managers do to develop an organization's startegies

plans for how an organization will do what it's in business to do, ho it will compete successfully, and how it will attract an satisfy its costumers in order to achieve its goals

a design for how a company os going to make money

a 6 step process that encompasses startegic planning, implementation, and evaluation

• 1. identify current mission, goals, and strategies
• 2. do external analysis
• 3. do internal analysis
• 4.formulate strategies
• 5. implement strategies
• 6. evaluate resuls

a statement of the purpose of the organization

positive trends in external enviornmental factors

negative trends in external enviornmental factors

an organizations assets that are used to develop, manufacture, and deliver products to its costumers

an organizations skills and abilties in doing the work activities needed in its business

the organizations major value creating capabilities that determine its competitive weapons

any activities an organization does well or any unique resources that it has

any activities an organization does not do well or resources it needs but it does not posses

An analysis of an organization's strengths, weaknesses, opportunities, and threats

an organizational strategy that specifies what businesses a company is in and what it whant to do with thosebusinesses

a corporate strategy that is used when an organization whants to expand the numbers of markets served or products offered, either throug it current business or though new business

a corporate strategy in which an organization continues to do what it is currently doing

a corporate strategy designed to address declining perfomance

a strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBU's

an organizational strategy for how an organization will compete in its business

the single businesses of an organization that are independent and formulate their own competitive strategy

the factor that sets an organization apart; its distinctive edge

the strategies used by an organiations various functional departments to support organizations competitive strategy

the ability to recognize major external changes, to quickly commit resources, and to recognize when a stratwgic desicion was a mistake

an organization that is first to bring a product innovation to market or to use a new process innovation

two or more interactive or independan individuals who come together to achieve specific goals

the 1st stage of group develop ment, in which people join the group and then define the groups purpose, structure, and leadership

the 2nd stage of group development, which is characterized by intragroup conflic

3rd stage of group development, which is characterized as close relationships and cohesiveness

4th stage of group development, when the group is functional and works on the groups task

5th/ final stage of group development for temporary groups, during which group members are concerned with wrapping up activities rather that task perfomance

behavioral patterns expected of someone occupying a give position in a social unit

Standards or expectations that are accepted and shared by a group's members

a phenomenon in which a group exerts extensive preassure on an individual to align his opinion with others opinions

a prestige grading position, or rank with in a group

the tendency for individuals to expend less effort when working collectively than when working individually

the degree to which group memebers are attracted to one an other and share the group's goals

percived incompatible, differences that result in interference or opposition

the view that all conflict is bad and must be avoided

the view that conflict is natural and inevitable outcome in any group

the view that some conflict is necessary for a group to perform effectively

conflicts that support a group's goals and improve its performance

conflicts that prevent a group from acheiving its goals

conflic over content and goals of work

conflic based on interpersonal relationships

conflic over how work gets done

groups whose memenbers work intensly on a specific common goal, using their positive synergy, individual and mutual compatability, and complementary skills

a team from the same depeartment or functional area that's involved in efforts to improve work activities or to solve specific problems

a type of work team that operates with out a manager and is reposible for a comple work process or segment

a work team composed of individuals from various specialities

a type of work team that uses technoligy to link physically dispersed memebers in order to achieve a goal

the paterns of informal connections among individuals within a group

a person who can influence others and who has managerial authority

a process of influencing a group to achieve goals

leadership theory that idnetifies behaviors that differentiate effective leaders from ineffective leaders

a leader who dictates work methods, makes unilateral desicions, and limits employee participation

a leader who involves emplyees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees

a leader who lets the group make decisions and complete the work in whatever way it sees it fit

the extenct to which a leader defines his role and the roles of the group memebers in attaining goals

the extent to which a leader has work realitonships characterized by mutual trust and respect for group memeber's ideas and feelings

a leadier high in both initiating structure and consideration behaviors

a teo demensional grid for appaising leadership styles

a leadership theory whic proposed the effective group performance dependant on the proper match between a leader's styler and the degree to which the situation allowed the leader to control the influence

a questionnaire that measured wheather a leader was task or relationship oriented

on of Fiedlers situational contingencies that described the degree of confidence, trut, and respect employees had for their leader

one of Fiedler's situational contingencies that described the degree to which job assignment were formalized and structured

one of Fiedler's situational contingencies that described the degree of influence a leader had over activities such as hiring, fiering, promotion, and salary increase

a leadership contingency theory that focuses on followers readiness

the extenct to which people have the ability ann willingness to accomplish a specific task

a leadership theory that says the leader's job is to assists followers into attaining their goals and to privide direction or support needed to ensure that their goals are compatibles with the goals of the group or organization

leaders who lead primarily by using social exchanges

leaders who stimulate and inspier followers to achive extraordinary outcomes

enthusiastic, self-confident leaders whos personalitites and actions influence people to behave in certain ways

the ability to create and articulate a realistic, credible and attractive vision of the future that improves on the present situation

the power a leader has as a result of his position in the organization

the power a leader has to punish or control

the power a leade has to give positive rewards

the power thats based on experties, special skills, or knowledge

power that arises because of a persons desirable resources or personal traits

the degree to which followers percive someone as hones, competent, and able to inspire

the beliefe in the integrity, character and ability of a leader

the act of increasing the decision-making discretion of workers