Comm 226- Chapter 3

Front 1

Business strategy

Back 1

broad based formula for how business is going to compete, what its goals should be, what plans and policies need to be carried out

Front 2

Intensity of competition(attractive) where there are few or more barriers to entry

Back 2

FEW (if there are more, its harder for new competitors to enter industry)

Front 3

5 forces of Porter

Back 3

1. New entrants
2. Suppliers
3. Buyers
4. Substitution
5. Competitors

Front 4

Open system model

Back 4

business operated by transforming inputs ->outputs and by interact. w/ envirnoment.

Front 5

DATA/INFO/KNOWLEDGE
LABOUR
CAPITAL
RAW MAT.
TECHNO.
are all examples of

Back 5

input

Front 6

PRODUCTS
SERVICES
WASTE
POLLUTION
FEEDBACK=DATA, INFO, KNOWLEDGE
are all examples of

Back 6

OUTPUT

Front 7

PEOPLE
INFORMATION TECHNO.
ARE PART OF THE

Back 7

business process

Front 8

2 signif. components of the bus.environment

Back 8

1. stakeholders
2. boundaries

Front 9

stakeholder

Back 9

person/entity tht has interest/influence on how busins will function in order to succeed

Front 10

Business process

Back 10

transform inputs-> outputs thru series of steps

Front 11

Which one of the following is not an input to org. as an open syst.
a. labour
b. productivity
c. info
d.techno

Back 11

b.

Front 12

true or false
stakeholders are part of env. of open syst. model of org.

Back 12

True

Front 13

a bus. carries ___ when it interacts with its env.

Back 13

risk

Front 14

In functional&decentralized struct., the lines of authority and comm. are________ oriented.

Back 14

vertically

Front 15

the matrix structure

Back 15

blends the functional and decentralized org. struct

Front 16

Functional: advantages

Back 16

-econ. of scale
-sign. technical expertise
-clear chain of authority

Front 17

functional: disadv.

Back 17

- poor comm & coord. btwn functional areas
-inflexible/slow response to change
-focus only on functional area goals

Front 18

decentralized( by geography or product): adv

Back 18

- faster response/flexbility
- greater comm. btwn org. units
-greater manag. skills

Front 19

decentralized: disadv.

Back 19

- duplication of resources+efforts
- no in-depth technical knowledge of functional area
- less direct control by upper manag.

Front 20

matrix:adv

Back 20

- greater flexibility +responsiveness to change
- enhanced prob. solving, coop., comm, resource sharing
- decision making lower in org, closer to cust.

Front 21

matrix: disadv.

Back 21

-frustration (dual lines of authority+respons.)
- need for coord.
-potential goal conflict btwn functional and decentralized components of matrix.

Front 22

Which one of the following is not an org. form?
a. matrix
b. functional
c. CEO-based
d. decentralized by geog.

Back 22

c

Front 23

which one of the following is an adv. of functional org. ?
a. decision makers closer to cust.
b. econ. of scale
c. flexibility
d. greater comm. btwn org. units

Back 23

b.

Front 24

true/ false
teams are kew part of matrix org. struct

Back 24

True

Front 25

Method to analyze & better understand processes

Back 25

IGOE

Front 26

IGOE stands for:

Back 26

Inputs
Guides
Output
Enablers

Front 27

Purpose of performance feedback:

Back 27

to monitor efficiency &effectiveness of given process

Front 28

Study of bus. processes to find ways of making them more efficient

Back 28

Bus. process reengineering( BPR)

Front 29

goals of BPR (bus. process reengineering)

Back 29

- reduce costs
- increase throughput and speed
-increase quality and service

Front 30

Competitive advantage (equation) - hint: 3 components-

Back 30

quality insight + speed of execution + cost competit.

Front 31

3 ways that IT can be applied to value chain act. to create bus. value

Back 31

1. automating
2. informating
3. transforming

Front 32

Using techno. to perform tedious or repetitive tasks faster, cheaper and more consistently

Back 32

automating

Front 33

ATM machines, online banking, bar code inventory syst., reservation and scheduling syst. are exmaples of

Back 33

automation

Front 34

Recognizing that executing processes also creates new data and info. Organizaiton processes new data to improve decision making/ improve process itself

Back 34

Informating

Front 35

"Installing ATM machines also tracks the use of services to provide most and profitable services to customers" is an example of

Back 35

informating

Front 36

Using IT to acquire or continue competitive advantage over competitors

Back 36

Transforming

Front 37

2 ways of gaining compet. adv:

Back 37

1. cost (delivers same benefits but lower cost)
2. differentiation ( delivers superior benefits to cust. than do compet.)

Front 38

A decision that can be programmed (routine/ repetitive)

Back 38

Structured decision

Front 39

A decision that involves some uncertainty/ doubt about outcome

Back 39

Semistructured decision

Front 40

A decision that involves significant amount of uncertainty about outcome

Back 40

Unstructured decision

Front 41

Choice that you make about what avtions you will take/ not take in given situation after careful analysis of consequences

Back 41

Rational decision

Front 42

What helps bus. by providing information to decision makers?

Back 42

Information systems (for e.g. DSS)

Front 43

GOOD decisions require quality info: 4 characteristics:

Back 43

(CART: "find out what's in the CART."
Complete
Accurate
Reliable
Timely

Front 44

Decision- making process
(4 phases)

Back 44

(DADE)
1.Discovery
2. Analysis
3. Decision
4. Execution

Front 45

In this phase, we locate and contextualize options

Back 45

Discovery

Front 46

In this phase , we sort/transform/organize

Back 46

Analysis

Front 47

In this phase, we validate/communicate

Back 47

Decision

Front 48

In this phase, we either succeed(gain knowledge work) or fail (&restart)

Back 48

Execution

Front 49

The level of uncertaintly faced by a decision maker can be reduced thru discovery and use of ___

Back 49

information

Front 50

True/false
The more you make decision, the better you will be at anticipating the consequences of making them

Back 50

True

Front 51

The need for data are from a trusted sources determines if the data are____

Back 51

reliable

Front 52

Problem solving

Back 52

refers to series of steps/ process taken in response to some event/activity

Front 53

What are the 4 stage in problem solving?

Back 53

(I-ADD: "I- ADD solutions to problems)
Investigate
Analyze
Decide
Do

Front 54

In this stage of problem solving, we identify challenge/prob, gather data.

Back 54

Investigate

Front 55

In this stage of problem solving, we go into "detective mode" and look for clues/ evidence to decipher each piece of data

Back 55

Analyze

Front 56

At the end of this stage, we determine if there are alternative solutions/ choices based on criteria.

Back 56

Analyze

Front 57

In this stage, we choose he best solution from those available, describe how that solution will solve the prob, meet challenge or capitalize on opportunity .

Back 57

Decide

Front 58

In this stage, we implement tasks and other phys. act. according to solution.

Back 58

DO

Front 59

Tohelp decision makers carry out solutions, they use _____

Back 59

an action grid.

Front 60

To monitor progress of solution, decision makers use _____

Back 60

metrics.

Front 61

An action grid is a tool that is especially useful in the ____ step of the problem-solving process.
a. analyze
b. decide
c. do
d. investigate

Back 61

Do

Front 62

In the decide step, ___are applied to evaluate each alternative's relative value and applicability.
a. criteria
b. action grids
c. metrics.
d. queries.

Back 62

a. criteria

Front 63

What kind of decision is deciding on how many croissants to bake in a bakery?

Back 63

Semi- structured dec.

Front 64

What kind of decision is deciding when and in what quantity we need to reorder / assemble parts in a manufaturing firm?

Back 64

Structured decision.

Front 65

Customers or clients are included within an organizational boundary.
A. True
B. False

Back 65

b

Front 66

The term “open systems” relates to organizations:
A. that transform inputs into outputs by constantly interacting with its environment
B. that utilize free or low-fee software
C. with a decentralized structure
D. with a centralized structure

Back 66

a

Front 67

If you are choosing which car to buy out of several used cars available, you are making a:
A. structured decision
B. semi-structured decision
C. unstructured decision
D. rational decision

Back 67

b

Front 68

. The third step in the formal problem-solving processed called the IADD model is:
A. investigate
B. decide
C. do
D. discover

Back 68

b

Front 69

When making a decision, your brain needs to go into “detective” mode looking for clues and evidence. This is called the _________ stage of decision making.
A. investigate
B. decide
C. do
D. analyze

Back 69

d

Front 70

In Porter's five forces model, which of the following is NOT a force?
A. the Internet
B. new entrants
C. buyers
D. suppliers

Back 70

a

Front 71

A stakeholder may be a:
A. government agency
B. shareholder
C. CEO
D. all of the above

Back 71

d

Front 72

A functional organization structure would show which of the following reporting to the CEO?
A. Asia, Africa
B. Product A, Product B
C. CFO, CIO
D. all of the above

Back 72

c

Front 73

4. In the matrix organizational structure, the cost of business functions such as marketing and finance is:
A. shared by all product lines
B. shared across geography
C. shared by all departments
D. assigned solely to the finance department

Back 73

a

Front 74

Which of the following statements is true?
A. Business processes are rare in business organizations.
B. Business processes can be either functional or decentralized.
C. Business processes transform inputs into outputs.
D. An example of a business process is a telephone number.

Back 74

c

Front 75

6. ________ is recognizing that executing processes also creates new data.
A. Competitive necessity
B. Informating
C. Transforming
D. Decision making

Back 75

b

Front 76

In the discovery phase of the decision-making process, you would be involved in:
A. locating, contextualizing
B. sorting, transforming, organizing
C. validating, communicating
D. executing, reviewing

Back 76

a

Front 77

The IADD model is used when businesses need to:
A. investigate opportunities or problems
B. solve problems
C. gain competitive advantage
D. monitor the results of a solution

Back 77

b

Front 78

A grid scoring alternatives is helpful during the _______ phase of the decision-making process.
A. investigate
B. analyze
C. decide
D. do

Back 78

b

Front 79

An example of an input that goes across an organizational boundary is:
A. data/information
B. labour
C. raw materials
D. all of the above

Back 79

d

Front 80

Michael Porter suggests that competition is increased if:
A. an industry is attractive and there are few barriers to entrance
B. an industry is attractive and there are many barriers to entrance
C. consumers cannot substitute new products or services
D. suppliers cannot determine strategies to create and sustain competitive advantage

Back 80

a

Front 81

Which of the following is NOT an example of a stakeholder?
A. customer
B. government agency
C. an individual interested in knowing how a company handles online transactions
D. a customer who is interested in knowing how a company handles online transactions

Back 81

c

Front 82

Which of the following are outside of an organization's boundary?
A. shareholders and the board of directors
B. management and employees
C. customers or clients
D. organizational decision makers

Back 82

c

Front 83

Examples of output include:
A. products, services, waste
B. people, feedback, pollution
C. labour, products, waste
D. capital, IT, processes

Back 83

a

Front 84

In a functional business organization structure, the following people report to the CEO:
A. product line management
B. CFO, COO, CIO
C. marketing, finance, IS
D. officers from different geographic regions

Back 84

b

Front 85

Which of the following organizational structures enjoys economies of scale through efficient use of resources?
A. functional
B. decentralized
C. matrix
D. all of the above

Back 85

a

Front 86

Decision making occurs lower in the organization and closer to the customer in the following organizational structure:
A. functional
B. decentralized
C. matrix
D. geographic

Back 86

c

Front 87

Downloading information about different models of cars when going through the process of buying a new vehicle is an example of:
A. inputs
B. guides
C. output
D. enablers

Back 87

d

Front 88

A __________ decision is a choice that you make about what actions you will take in a given situation after analyzing the consequences of each option.
A. rational decision
B. structured decision
C. semi-structured decision
D. unstructured decision

Back 88

a

Front 89

Information that has the following characteristics is considered to be high quality:
A. contextualized, complete, communicated
B. transformed, validated, accurate
C. complete, accurate, timely
D. reliable, successful, contextualized

Back 89

c

Front 90

In the IADD problem-solving model, a question you might ask at the first stage is:
A. Is there a business or learning opportunity present?
B. What is the selection criteria I should use to solve the problem?
C. What solution is most appropriate for this problem?
D. What is my implementation plan?

Back 90

a

Front 91

In the IADD problem-solving model, a question you might ask in the final stage is:
A. What solution is most appropriate for this problem?
B. What might explain both the good and bad differences between the planned solutions and actual results?
C. What score do I apply to each criterion when analyzing my action plan?
D. What do I need to investigate to come up with a solution to my business problem?

Back 91

b

Front 92

The analyze phase of the IADD model has:
A. less certainty, more structure
B. more certainty, more structure
C. less certainty, less structure
D. more certaintly, less structure

Back 92

c

Front 93

_______ is recognizing that the executing processes also create new data and information.
A. Competitive necessity
B. Transforming
C. Information
D. Informating

Back 93

d

Front 94

Quality of insight + speed of execution + cost competitiveness leads to:
A. competitive advantage
B. knowledge
C. business process reengineering
D. business value

Back 94

a