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105 Cards in this Set
- Front
- Back
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balanced scorecard
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a comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors
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behavior control
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manager observation of employee actions to see whether the individual follows desired procedures and performs tasks as instructed
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benchmarking
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the process of continually measuring products, services, and practices against tough competitors or other organizations recognized as industry leaders
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blog
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a running Web log that allows an individual to post opinions and ideas
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business intelligence
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high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant in helping managers make better strategic decisions
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customer relationship management
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systems that help companies track customers' interactions with the firm and allow employees to call up a customer's past sales and service records, outstanding orders, or unresolved problems
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data warehousing
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the use of huge databases that combine all of a company's data and allow users to access the data directly, create reports, and obtain responses to what-if questions
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decision support system
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an interactive, computer-based system that relies on decision models and integrated databases
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e-business
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any business that takes place by digital processes over a computer network rather than in physical space
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enterprise resource planning
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a system that collects, processes, and provides information about a company's entire enterprise
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executive dashboard
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a software program that presents key business information in graphical, easy-to-interpret form and alerts managers to any deviation or unusual patterns in the data (aka: business performance dashboard)
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executive information system
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a higher0level application that facilitates decision making at the highest levels of management, these systems are typically based on software that can convert large amounts of complex data into pertinent information and provide that information to top managers in a timely fashion
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explicit knowledge
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formal, systematic knowledge that can be codified, written down, and passed on to others in documents or general instructions
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extranet
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an external communications system that uses the Internet and is shared by two or more organizations
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feedback control model
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a control cycle that involves setting goals, establishing standards of performance, measuring actual performance and comparing it to standards, and changing activities as needed based on the feedback
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information reporting system
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the most common form of management information system, this type of system provides mid-level managers with reports that summarize data and support day-to-day decision making
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integrated enterprise
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an organization that uses advanced IT to enable close coordination within the company as well as with suppliers, customers, and partners
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intellectual capital
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the sum of an organization's knowledge, experience, understanding, relationships, processes, innovations, and discoveries
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intranet
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a private, company-wide information system that uses the communications protocols and standards of the Internet and the World Wide Web but is accessible only to people within the company
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knowledge management
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the ability to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so that organizational activities build on what is already known
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management control systems
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broadly defined as the formal routines, reports, and procedures that use information to maintain or alter patterns in organizational activities
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management information systems
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a computer-based system that provides information and support for managerial decision making
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networking
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electronically linking people and departments within a particular building or across corporate offices, enabling them to share information and cooperate on projects
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outcome control
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a management focus on monitoring and rewarding results rather than on how those results are obtained
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Six Sigma
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a highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts; also, a set of control procedures that emphasizes the relentless pursuit of quality
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social networking
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a peer-to-peer communication channel, where people interact in an online community, share personal data and photos, and produce and share a variety of information and opinions
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strategy map
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a visual representation of the key drivers of an organization's success that shows how specific outcomes in each area are linked
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tacit knowledge
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knowledge based on personal experience, rules of thumb, intuition, and judgment; knowledge that is difficult to put into writing
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transaction processing systems
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a system that automates the organization's routine, day-to-day business transactions
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wiki
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a Web page or collection of pages designed to allow people to freely create, share, and edit content using any Web browser
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adaptability culture
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a culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs
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bureaucratic culture
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a culture with an internal focus and a consistency orientation for a stable environment
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chief ethics officer
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a high-level company executive who oversees all aspects of ethics
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clan culture
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a culture with a primary focus on the involvement and participation of the organization's members and on rapidly changing expectation from the external environment
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code of ethics
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a formal statement of the organization's values concerning ethics and social responsiblity
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corporate social responsibility (CSR)
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the concept of management's obligation to make choices and take action so that the organization contributes to the welfare and interest of all organizational stakeholders
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culture
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the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave
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culture strength
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the degree of agreement among members of an organization about the importance of specific unresolved problems
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ethical dilemma
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the result of when each alternative choice or behavior seems undesirable because of a potentially negative ethical consequence
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ethics
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the code of moral principles and values that governs the behaviors of a persona or group with respect to what is right or wrong
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ethics committee
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a cross-functional group of executives who oversee company ethics
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ethics hotlines
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a telephone number employees can call to seek guidance as well as report questionable behavior
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external adaptation
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the manner in which an organization meets goals and deals with outsiders
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heroes
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organization members who serve as models or ideals that illustrate and support desired cultural norms and values
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internal integration
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a state in which members develop a collective identity and know how to work together effectively
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legends
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stories of historic events that may have been embellished with fictional details
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managerial ethics
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principles that guide the decisions and behaviors of managers with regard to whether they are right or wrong
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mission culture
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a culture characterized by emphasis on a clear vision of the organization's purpose and on the achievement of goals, such as sales growth, profitability, or market share, to help achieve the purpose
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myths
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stories that are consistent with the values and beliefs or the organization but are not supported by facts
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rites and ceremonies
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the elaborate, planned activities that make up a special event and are often conducted for the benefit of an audience
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rule of law
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the which arises from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforced in the courts
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social audit
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measures and reports the ethical, social, and environmental impact of an organization's operations
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social capital
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the quality of interactions among people and the degree to which they share a common perspective
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stories
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narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization
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subcultures
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cultures that develop within an organization that reflect the common problems, goals, and experiences that members of a team, department, or other unit share
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symbol
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something that represents another thing
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values-based leadership
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a relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader
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whistle-blowing
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employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization
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ambidextrous approach
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a design approach that incorporates structures and management processes that are appropriate to both the creation and the implementation of innovation
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change process
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the way in which changes occur in an organization
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creative departments
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departments that initiate change, such as research and development, engineering, design, and systems analysis
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creativity
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the generation of novel ideas that may meet perceived needs or respond to opportunities
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culture changes
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change in the values, attitudes, expectations, beliefs, and behavior of employees
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dual-core approach
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an organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change
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horizontal coordination model
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a model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages
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idea champion
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organization members who provide the time and energy to make change happen (aka: advocates, intrapreneurs, and change agents)
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idea incubator
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a safe harbor in which ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics
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large group intervention
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an approach that brings together participants from all parts of the organization, often including key stakeholders from outside the organization as well, in an off-site setting to discuss problems or opportunities and plan for change
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new-venture fund
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a fund that provides financial resources for employees to develop new ideas, products, or businesses
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open innovation
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an approach that extends the search for and commercialization of new products beyond the boundaries of the organization
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organization development
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a behavioral science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential
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organizational change
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the adoption of a new idea or behavior by and organization
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organizational innovation
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the adoption of an idea or behavior that is new to the organization's industry, market, or general environment
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product and service changes
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change that pertains to the product or service outputs of an organization
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skunkworks
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a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business
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strategy and structure changes
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change that pertains to the administrative domain in an organization
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switching structures
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an organization creates an organic structure when such a structure in needed for the initiation of new ideas and reverts to a more mechanistic structure to implement the ideas
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team building
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activities that promote the idea that people who work together can work as a team
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technology changes
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change in an organization's production process, including its knowledge and skill base, that enables distinctive competence
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time-based competition
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competition based on delivering products and services faster than competitors, giving companies a competitive edge
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venture teams
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a technique used to foster creativity within an organization by setting up a small team as its own company to pursue innovations
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authority
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a force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships
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centrality
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a source of horizontal power for a department that is engaged in the primary activity of an organization
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collective bargaining
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the negotiation of an agreement between management and workers
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competition
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rivalry among groups in the pursuit of a common prize
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confrontation
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a situation in which parties in conflict directly engage one another and try to work out their differences
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decision premises
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constraining frames of reference and guidelines place by top managers on decisions made at lower levels
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dependency
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an aspect of horizontal power, in which one department is dependent on one another and the latter is in a position of great power
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domains of political activity
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areas in which politics plays a role. three domains in organizations are structural change, management succession, and resource allocation
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empowerment
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the delegation of power or authority to subordinates in an organization (aka power sharing)
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intergroup conflict
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the behavior the occurs among organizational groups when participants identify with one group and perceive that other groups may block their group's goal achievement or expectations
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labor-management teams
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a cooperative approach designed to increase worker participation and provide a cooperative model for union-management problems
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negotiation
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the bargaining process that often occurs during confrontation and that enables the parties to systematically reach a solution
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network centrality
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a source of power based on being centrally located in the organization and having access to information and people that are critical to the company's success
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nonsubstitutability
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a source of horizontal power when a department's function cannot be performed by other readily available resources
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organizational politics
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the activities of acquiring, developing, and using power and other resources to influence others and obtain the preferred outcome when there is uncertainty or disagreement about choices
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political model
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a definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions
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political tactics for using power
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these include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal
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power
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the potential ability of one person (or department) to influence other people (or departments) to carry out orders or to do something they would not otherwise have done
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power sources
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the five sources of horizontal power in organizations are dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty
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rational model
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a model of organization characterized by rational decision processes, clear goals and choices, centralized power and control, and efficiency orientation, and little conflict among groups; an ideal not fully achievable in the real world
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sources of intergroup conflict
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factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources
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strategic contingencies
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events and activities both inside and outside an organization that are essential for attaining organizational goals
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tactics for enhancing collaboration
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these include techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together
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tactics for increasing power
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these include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies
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