Cis 510 Chapter 3

Front 1

Decision Rights

Back 1

Authority to imitate, approve, implement and control various types of decisions necessary to plan and run the business

Front 2

Business Processes

Back 2

The set of ordered tasks needed to complete key obj. of the business

Front 3

Formal reporting relationships

Back 3

The structure set up to ensure coordination among all units within the organ.; reflects allocation of decision rights

Front 4

Informal networks

Back 4

Mechanism, such as ad hoc groups, which work to coordinate and transfer information outside the formal report in relationships

Front 5

Data

Back 5

The facts collected, stored, and used by the organ.

Front 6

Planning

Back 6

the processes by which future direction is established, communicated, and implemented

Front 7

Performance measurement and evaluation

Back 7

the set of measures that are used to assess success in the execution of plans and the processes by which such measures are used to improve the quality of work

Front 8

Incentives

Back 8

the monetary and non monetary devices used to motivate behavior within an organ.

Front 9

Values

Back 9

the set of implicit and explicit beliefs that underlies decisions made and actions taken; reflects aspirations about the way things should be done.

Front 10

Cultural Variables

Back 10

Values

Front 11

Control Variables

Back 11

Data, Planning, Performance measurement and evaluation, Incentives

Front 12

Organizational variables

Back 12

Decision rights, business processes, formal reporting relationships, informal networks

Front 13

Organizational strategy

Back 13

includes the organizations design, as well as the managerial choices that define, set up , coordinate, and control its work processes; includes tasks, structures, people and information control

Front 14

Management control systems, (optimized organizational design)

Back 14

systems that support optimal business processes which reflect the firm's values and culture

Front 15

Managerial levers

Back 15

Organizational, control, and cultural

Front 16

Information Systems in the organizational designs

Back 16

Defines the flow of information throughout the organization. Facilitate management control at the organ. and individual levels. Cutlture impacts this

Front 17

Decision rights

Back 17

indicates who in the organization has the responsibility to initiate, supply information for, approve, implement, and control various types of decisions

Front 18

Organization structure

Back 18

the way of designing an organization so that decision rights are correctly allocated

Front 19

Traditional organizations

Back 19

Hierarchical, flat or matrix

Front 20

Hierarchical organization sturcture

Back 20

an organiz. from based on the concepts of division of labor, specialization, spans of control, and unity of command; key decisions made at top and filter down; middle manager do the primary information processing and communication; IS uses this structure; for stable org.

Front 21

Unity of command

Back 21

each person has single supervisor, who in turn has a supervisor

Front 22

Rules

Back 22

established to handle the routine work performed by employees of the organ. ; Used for guidance.

Front 23

Flat organization structure

Back 23

Horizontal, less well defined chain of comm.; Fewer employees do whatever needs to be done; respond quick uncertain environ. for entrepreneurial and smaller organ. Teamwork is important; IS utilized to off-load certain routine work, supports intra-firm communication

Front 24

Matrix Organ. structure

Back 24

Work is organized into small work groups and integrated regionally and nationally; each supervisor directs differentt aspect. managers are flooded with more info than can process; decision rights are shared managers; appropriate for complex decision making and dynamic envier. IS reduces operating complexities and expenses allows info to be shared

Front 25

Networked organ. structure

Back 25

Feel flat and hierarchical at same time; appropriate for dynamic, unstable invir. highly decentralized decision rights; utilize distributed info and communica. systems. Employees share knowledge and experience. IS are fundamental to process design, improve process effic. effect, and flex.

Front 26

Social network

Back 26

Computer and information technol. facilitate collaboration across distances; IT-enabled network that links individuals together in ways that enables them to find experts, get to know colleagues and see who has exper.

Front 27

IS and management control

Back 27

concerned with how planning is performed in organ. and how people and processes are monitored, evaluated, and compensated or rewarded

Front 28

IS roles in management control processes

Back 28

Data collection, evaluation and communication

Front 29

IS role in planning

Back 29

provide necessary data to develop strategic plan; provide scenario and sensitivity analysis through simulation and data analysis; automate planning process where appropriate; used to gain strategic advantage

Front 30

Analysis paralysis

Back 30

analyzing too much or too long

Front 31

Culture

Back 31

a shared "set of values and beliefs" that a group holds

Front 32

Beliefs

Back 32

the perceptions that people hold about how things are done in their community

Front 33

Values

Back 33

reflect the community's aspirations about the way things should be done

Front 34

Assumptions

Back 34

unobservable, reflect organ. values that had become so taken for granted that they guide organ. behavior without any of the group members thinking about them

Front 35

Hofstede four major dimensions of national culture

Back 35

Power distance, uncertainty avoidance, individualism-collectivism, masculinity-feminiity

Front 36

leadership traits

Back 36

being trustworthy just and honest, having foresight and planning ahead, being positive dynamic encouraging, and motivational, being communicative and infomed

Front 37

Effective communiation

Back 37

means listening, framing the message in a way that is understandable to the receiver, and responding to feedback

Front 38

effective cross-cultural communication

Back 38

involves effective communication for diverse cultures

Front 39

Enacted Values

Back 39

the values and norms that are actually exhibited or displayed in employee behavior

Front 40

Espoused values

Back 40

explicitly stated preferred organ. values