Intro To Management Test 2 Ch 4 & 8

Front 1

Planning

Back 1

Determining organizational goals and a means for achieving them

Front 2

Benefits and pitfalls of planning

Back 2

Benefits-

Intensified effort, persistence, direction, and creation of task strategies.

Pitfalls-

Impedes change, false sense of certainty, and detachment of planners.

Front 3

How to make plans that Work (Exhibit 4.1)

Back 3

Front 4

SMART Goals

Back 4

Goals that are Specific, Measurable, Attainable, Realistic, and Timely

Front 5

Goal Commitment

Back 5

The determination to achieve a goal

Front 6

Action plan

Back 6

The specific steps, people, and resources needed to accomplish a goal

Front 7

Proximal vs Distal Goals

Back 7

Proximal- short-term goals or subgoals

Distal- long-term or primary goals

Front 8

Options-based planning

Back 8

Maintaining planning flexibility by making small, simultaneous investments in many alternative plans

Front 9

Slack Resources

Back 9

A cushion of extra resources that can be used with options-based planning to adapt to unanticipated change, problems, or opportunities.

Front 10

Learning-based planning

Back 10

Learning better ways of achieving goals by continually testing, changing, and improving plans and strategies

Front 11

Planning from Top to Bottom (Exhibit 4.3)

Back 11

Front 12

Responsibility of Top Managers

Back 12

Responsible for developing long-term strategic plans that make clear how the company will serve customers and position itself against competitors in the next two to five years.

Front 13

Strategic plans

Back 13

Overall company plans that clarify how the company will serve customers and position itself against competitors over the next 2-5 years

Front 14

Purpose Statement

Back 14

A statement of a company's purpose or reason for existing

Front 15

Strategic Objective

Back 15

A more specific goal that unifies company-wide efforts, stretches and challenges the organization, and possesses a finish line and a time frame.

Front 16

Responsibilities of Middle Management

Back 16

Responsible for developing and carrying out tactical plans to accomplish the organization's objectives.

Front 17

Tactical Plans

Back 17

Plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission

Front 18

Management by Objectives (MBO)

Back 18

A four-step process in which managers and employees discuss goals, select goals, develop tactical plans, and meet REGULARLY to review process toward goals within its mission

Front 19

Responsibilities of First-Level Managers

Back 19

Responsible for developing and carrying out operational plans, which are the day-to-day plans for producing or delivering the organization's products and services.

Front 20

Operational Plans

Back 20

Day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization's products and services over a 30-day to six-month period

Front 21

Single-Use Plans

Back 21

Plans that cover unique, one-time-only events

Front 22

Standing Plans

Back 22

Plans used repeatedly to handle frequently recurring events

Front 23

Policies

Back 23

A standing plan that indicates the general course of action that should be taken in response to a particular event.

Front 24

Procedures

Back 24

A standing plan that indicates the specific steps that should be taken in response to a particular event

Front 25

Rules and Regulations

Back 25

Standing plans that describe how a particular action should be performed, or what must happen or not happen in response to a particular event.

Front 26

Budgeting

Back 26

Quantitative planning through which managers decide how to allocate available money to best accomplish company goals

Front 27

3 kinds of operational plans?

Back 27

Single-Use

Standing Plans

Budgeting

Front 28

6 Steps of the Rational Decision-Making Process

Back 28

1. Define the problem

2. Identify Decision Criteria

3. Weight the Criteria

4. Generate Alternative Courses of Action

5. Evaluate Each Alternative

6. Compute the Optimal Decision

Front 29

Rational Decision Making Process

Back 29

Systematic process defining problems, evaluating alternatives, and choosing optimal solutions

Front 30

Decision Making

Back 30

The process of choosing a solution from available alternatives

Front 31

Problem

Back 31

Gap between a desired state and an existing state

Front 32

Decision Criteria

Back 32

The standards used to guide judgements and decisions

Front 33

Absolute Comparisons

Back 33

A process in which each decision criterion is compared to a standard or ranked on its own merits

Front 34

Relative Comparisons

Back 34

A process in which each decision criterion is compared directly with every other criterion

Front 35

Bounded Rationality

Back 35

A decision-making process restricted in the real world by limited resources, incomplete and imperfect information, and managers' limited decision-making capabilities

Front 36

Maximize

Back 36

Choosing the best alternative

Front 37

Satisficing

Back 37

Choosing a "good enough" alternative

Front 38

Advantages and Pitfalls of Group Decision Making

Back 38

Advantages-

View problems from multiple perspectives, find and access more information than individuals, generates more alternative solutions, and members more committed to making chosen solutions work.

Disadvantages-

Groupthink- pressure to conform, takes considerable time, sometimes dominated by 1 or 2 members, and members may not feel accountable for the decisions made and actions taken by the group.

Front 39

Groupthink

Back 39

A barrier to good decision making caused by pressure within the group for members to agree with each other.

Front 40

Techniques to Improve Group Decision Making

Back 40

Structured Conflict

Nominal Group Technique

Delphi Technique

Stepladder Technique

Electronic Brainstorming

Front 41

C-Type Conflict (Cognitive Conflict)

Back 41

Disagreement that focuses on problem- and issue- related differences of opinion

Front 42

A-Type Conflict (Affective Conflict)

Back 42

Disagreement that focuses on individuals or personal issues

Front 43

Devil's Advocacy​

Back 43

A decision-making method in which an individual or a subgroup is assigned the role of critic.

Front 44

Dialectical Inquiry

Back 44

A decision-making method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution

Front 45

Nominal Group Technique

Back 45

A decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group

Front 46

Delphi Technique

Back 46

A decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement of an issue

Front 47

Stepladder Technique

Back 47

A decision-making method in which group members are added to a group discussion one at a time (like a stepladder). The existing group members listen to each new member's thoughts, ideas, and recommendations; then the group shares the ideas and suggestions that it already considered, discusses the new and old ideas, and makes a decision

Front 48

Brainstorming

Back 48

A technique in which group members build on others' ideas for generating a large number of alternative solutions

Front 49

Electronic Brainstorming

Back 49

A decision-making method in which group members use computers to build on each others' ideas and generate as many alternatives as possible

Front 50

Production Blocking

Back 50

A disadvantage of face-to-face brainstorming in which a group member must wait to share an idea because another member is presenting an idea

Front 51

Evaluation Apprehension

Back 51

Fear of what others will think of your ideas

Front 52

Organizational Structure

Back 52

The vertical and horizontal configurations of departments, authority, and jobs within a company

Front 53

Organizational Process

Back 53

The collection of activities that transform inputs into outputs that customers value

Front 54

Departmentalization

Back 54

Subdividing work and workers into separate units responsible for completing particular tasks

Front 55

Types of departmentalization

Back 55

Functional

Product

Customer

Geographic

Matrix

Front 56

Functional Departmentalization

Back 56

Organizing work and workers into separate units responsible for particular business functions or areas of expertise

Front 57

Product Departmentalization

Back 57

Organizing work and workers into separate units responsible for producing particular products or services

Front 58

Customer Departmentalization

Back 58

Organizing work and workers into separate units responsible for particular kinds of customers

Front 59

Geographic Departmentalization

Back 59

Organizing work and workers into separate units responsible for doing business in particular geographic areas

Front 60

Matrix Departmentalization

Back 60

A hybrid structure in which two or more forms of departmentalization, most often. Product and functional, are used together.

Front 61

Simple Matrix

Back 61

A form of matrix departmentalization in which managers on different parts of the matrix negotiate conflicts and resources

Front 62

Complex Matrix

Back 62

A form of matrix departmentalization in which managers in different part of the matrix report to matrix managers, who help them sort out conflicts and problems

Front 63

Authority

Back 63

The right to give commands, take action, and make decisions to achieve organizational objectives

Front 64

Chain of Command

Back 64

The vertical line of authority that clarifies who reports to whom throughout the organization

Front 65

Unity of Command

Back 65

A management principle that workers should report to just one boss.

Front 66

Line vs. Staff Authority

Back 66

Line Authority- the right to command immediate subordinates in the chain of command

Staff Authority- the right to advise, but not command, others who are not subordinates in the chain of command

Front 67

Line Function vs. Staff Function

Back 67

Line Function- an activity that contributes directly to creating or selling the company's products

Staff Function- an activity that does not contribute directly to creating or selling the company's products, but instead supports line activities

Front 68

Delegation of Authority

Back 68

The assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible

Front 69

Centralization of Authority

Back 69

The location of most authority at the upper levels of the organization

Front 70

Decentralization

Back 70

The location of a significant amount of authority in the lower levels of the organization

Front 71

Standardization

Back 71

(decentralization can be harmful when this is necessary)

Solving problems by consistently applying the same rules, procedures, and processes

Front 72

Job Design

Back 72

The number, kind, and variety of tasks that individual workers perform in doing their jobs

Front 73

Job Specialization

Back 73

A job composed of a small part of a larger task or process

Front 74

(4) Methods used to overcome problems with job specialization?

Back 74

Job Rotation

Job Enlargement

Job Enrichment

Job Characteristics Model

Front 75

Job Rotation

Back 75

Periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills

Front 76

Job Enlargement

Back 76

Increasing the number of different tasks that a worker performs within one particular job

Front 77

Job Enrichment

Back 77

Increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work

Front 78

Job Characteristics Model (JCM) Exhibit and 5 Main Ideas

Back 78

And approach to job redesign that seems to formulate jobs in ways that motivate workers and lead to positive work outcomes

Using-

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Front 79

Job Characteristics Model (JCM) Exhibit and 5 Main Ideas

Back 79

And approach to job redesign that seems to formulate jobs in ways that motivate workers and lead to positive work outcomes

Using-

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Front 80

Skill Variety

Back 80

The number of different activities performed in a job

Front 81

Skill Variety

Back 81

The number of different activities performed in a job

Front 82

Task Identity

Back 82

The degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work

Front 83

Task Significance

Back 83

The degree to which a job is perceived to have a substantial impact on others inside or outside the organization

Front 84

Autonomy

Back 84

The degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job

Front 85

Feedback

Back 85

The amount of information the job provides to workers about their work performance

Front 86

Mechanistic Organizations

Back 86

An organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical commutation

Front 87

Organic Organization

Back 87

An organization characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge.

Front 88

Intraorganizational Process

Back 88

The collection of activities that take place within an organization to transform inputs into outputs that consumers value

Front 89

Reengineering

Back 89

Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed

Front 90

Task Interdependence and 3 types

Back 90

The extent to which collective action is required to complete an entire piece of work

Pooled

Sequential

Reciprocal

Front 91

Pooled Interdependence

Back 91

Work completed by having each job or department independently contribute to the whole

Front 92

Sequential Interdependence

Back 92

Work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job

Front 93

Reciprocal Interdependence

Back 93

Work completed by different jobs or groups working together in a back and forth manner

Front 94

Reengineering and Task Interdependence Exhibit 8.11

Back 94

Front 95

Empowering Workers

Back 95

Permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions

Front 96

Empowerment

Back 96

Feelings of intrinsic motivation, in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination

Front 97

Internal Motivation

Back 97

Motivation that comes from the job itself rather than from outside rewards

Front 98

Behavioral Informality

Back 98

A workplace atmosphere characterized by spontaneity, casualness, and interpersonal familiarity

Front 99

Behavioral Informality

Back 99

A workplace atmosphere characterized by spontaneity, casualness, and interpersonal familiarity

Front 100

Behavioral Formality

Back 100

A workplace atmosphere characterized by routine and regimen, specific rules about how to behave, and impersonal detachment

Front 101

Open Office System

Back 101

Offices in which the physical barriers that separate workers ha e been removed in order to increase communication and interaction

Front 102

Shared Spaces

Back 102

Spaces used by and open to all employees

Front 103

Private Spaces

Back 103

Spaces used by and open to just one employee

Front 104

Interorganizational Process

Back 104

A collection of activities that take place among companies to transform inputs into outputs that customers value

Front 105

Modular Organization

Back 105

An organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants

Front 106

Modular Organization

Back 106

An organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants

Front 107

Virtual Organization

Back 107

An organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services