Chapter 2, Aligning Training

Front 1

Strategic Planning

Back 1

A process used to determine how best to pursue the organization's mission while meeting the demands of the environment in the near or long term.

Front 2

Near Term

Back 2

Next year or two

Front 3

Long Term

Back 3

Next 5 to 10 years.

Front 4

Pro Active Strategy

Back 4

Focuses on the longer term, and its process is more formalized, typically involving sophisticated analytical and decision making tools.

Front 5

Reactive Strategy

Back 5

Less formal analysis and planning occur and more attention is focused on the immediate future.

Front 6

Organizational Strategy

Back 6

Provides the direction for HR's strategic objectives.

Front 7

Mission Statement

Back 7

Articulates why the organization exists.

Front 8

Competitive Strategy

Back 8

Focuses on positioning the company's products or services in the marketplace.

Front 9

Types of Competitive Strategy

Back 9

1. Market Leader

2. Cost Leader

Front 10

Market Leader

Back 10

A strategy is to find and exploit new product and market opportunities. Known as prospectors and innovators.

Front 11

Cost Leader

Back 11

Main goal is to be the low cost provider in the industry. Known as the defender strategy.

Front 12

External Environment

Back 12

Consists of elements outside the organization that influence the org's ability to achieve its mission. Such as:
1. Competitors
2. The economy
3. Societal norms and values
4. Laws and regulations
5. Raw materials.
6. Suppliers.
7. Technological innovation.

Front 13

What 2 Factors determine Environmental uncertainty?

Back 13

1. Complexity
2. Stability

Front 14

Environmental Complexity

Back 14

Refers to the number of factors in the environment and the degree to which they are interrelated.

Front 15

Environmental Stability

Back 15

The rate at which key factors in the environment change. The more rapid the change the more unstable.

Front 16

Internal Strategy

Back 16

Aligning the internal environment with a strategy. This provides direction for internal systems

Front 17

Core Technology

Back 17

The main activities associated with producing the org's principal products and services.

Front 18

Routine Technology

Back 18

Tasks with outcomes that are highly predictable, demonstrate few problems, and use well structured and well defined solutions when problems do occur.

Front 19

Non-Routine Technology

Back 19

Tasks that are hard to predict, problems that occur often and unexpectedly, and solutions to problems that are not readily available and need to developed on a case by case basis.

Front 20

Organizational Structure

Back 20

Refers to how a firm is organized (how labor is divided) in addition to the rules, policies, and procedures used for making decisions and coordinating its various activities.

Front 21

Organizational Design

Back 21

The number and formality of rules, policies, and procedures created to direct employee behavior.

Front 22

Mechanistic Design

Back 22

An org with highly defined tasks, rigid and detailed procedures, high reliance on authority, and vertical communication channels.

Front 23

Organic Design

Back 23

An org with flexibility in its rules and procedures, loosely defined tasks, high reliance on expertise, and horizontal communication.

Front 24

Decision Autonomy

Back 24

The amount of authority given to employees in deciding how to complete a task and the degree to which they are able to influence goals and strategies.

Front 25

Division of Labor

Back 25

The way in which the work of the org is divided among the units and organized.

Front 26

Line

Back 26

Those employees that work directly with the core technology.

Front 27

Staff

Back 27

All employees besides line employees.

Front 28

Organizational Development

Back 28

Deals with creating and implementing planned change.

Front 29

Org's must resolve what 3 issues in developing and implementing strategy.

Back 29

1. Technical design issues.
2. Cultural/ideological issues.
3. Political issues.

Front 30

Technical Design Issues

Back 30

Arise in relation to how the product or service will be determined, created, and delivered.

Front 31

Cultural/ideological Issues

Back 31

Relate to the shared beliefs and values that employees need to hold for the strategy to be implemented effectively.

Front 32

Political Issues

Back 32

Result of shifting power and resources within the org as the strategy is pursued.

Front 33

What 3 levels should be addressed when internal change is planned.

Back 33

1. The org itself.
2. Groups and the interrelationships.
3. Individuals within groups.

Front 34

Force Field Analysis

Back 34

Any situation can be explained by the sets of counter balancing forces that hold it in place.