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64 Cards in this Set
- Front
- Back
product form of divisional structure
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all forms that contribute to a product report to one manager
-more flex. suitable for unstable environments |
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Geographic form of divisional structure
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allows the company to better focus on the customers needs
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customer
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allows the company to better focus on customer
-duplication of activities in many areas is expensive |
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network
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-a web of independent, mostly single function firms
-interealtionships amoung firms |
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high involvement
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a type of organization in which top management ensure that there is consensus about the direction in which business is heading
- |
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high involvement
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flat organizational form, decentralized focuse on customer or product
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strategic alliance
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formal relationship created among independent organizations with purpose of joint pursuit of mutual goals
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line departments
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units that deal directly with the organizations primary goods and services
-responsible for princible activities |
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staff departments
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-units that support line departments
-accountong.PR. HR departments |
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Matrix organization
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dual reporting relationships, manggers report to 2 superiors functional and divisional manager
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Disadvantages of Matrix organization
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unity of command principal:should only have one boss
-creates confusion and difficult interpersonal relat. |
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Advantage of matrix organization
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higher degree of flexibility and adapaptibility
-extensive communications and meetings |
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Principle
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everyone should have rights that should be respecte in all decisions and actions
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Unethical
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an actions that violates an individuals moral rights
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ulitarian theory
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do the consequences of actions produce the greatest good for the greatest number
-Problems measurement and calcualtion |
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Distributive Justice Cannon
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Treat people similarly who are similar in jobs (v.v)
-differences should be proportionate to job related differences |
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Consistent Administrations Cannon
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rules should be clearly stated and consistently applied and consistently/imapartially enforced
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When are actions unethical according to the theories of rights, ulitarian, and justice
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theories of rights-violates any 5 rights
ulitarian-ends don't justify means justice-if actions are not fair |
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Steps in using all three ethical theories together
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1. gather facts
2.decide if ethical in all 3 theories 3. if not apply principle of double effect |
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Principle of double effect
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The intent is to achieve the good effect, good effect is much greater that the bad effect
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Teology
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considers an act to be morally right or acceptable if if produces a desired result
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Egoism
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doing the act that provide the greatest good for oneself
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dentology
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focuses on rights of individual, equal respect
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relativism
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bases ethical behavior on the opinions and behaviors relevant of other people
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Preconventional
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people make descions based on concrete rewards and punishments and immediate self interests
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conventional
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people conform to the expectations of ethical behaviors of groups
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Principled
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people take a broader perspective in which they see authority, laws, and norms
-follow their self chosen principles |
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Four levels of social responsibility
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-Economic
-Legal -Ehthical -Voluntary |
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Economic responsibilities
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produce goods at a price that perpetuates the business and satifies its obligations to investors
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Legal responsibilities
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to obey laws
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Ethical responsibilities
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meeting other social expectations
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voluntary responsibilities
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additional behaviors and activities that society finds desirable and that the values of business report
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culture concept
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set of shared values, beliefs and behaviors learned as a member of a social group
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three characteristics of organizational culture
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learned, shared and transmitted
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3 levels of organizational culture
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Artifacts, Expoused values, and basic underlying assumptions
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Expoused values
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publicly announced value a group claims to hold
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Law of Queue
Inaccuracies Ideal values |
-just know what to do
-deliberate deception(claim values but don't hold them) -sometimes impossible values |
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Basic underlying assumptions
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beliefs about the most fundamental aspect of reality (time, space and human nature)
-unconscious taken for granted |
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Cultural artifacts
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symbols:columns
heroes:brad pitt stories: lady with bad tires slogans: come on home tigers ceremonies and rituals: venture take pledge phyical artifacts:college of business portraits |
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Polychronicity
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the extent to which people prefer to be engaged in two ro more tasks simultaneously
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Competing values model
Group |
-Internal and flexible
-Value: teamwork, development and morale |
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CVM
Adhocracy |
-External and flexible
-Risk taking,growth and creativity |
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CVM
Rational |
-External and controlling
Value: Profitability, efficiency and goal achievement |
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CVM
Hierarchy |
-Internal and controlling
-Value:stability,rules, and procedures and orders |
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Low cost strategy
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Rational-culture emphasizing efficiency and frugality
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Differentiation
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Adhocracy-a culture that emphasizes innovation and uniqueness
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paradigm
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set of rules and regulations that define boundaries
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good/bad effect of paradigm
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-tells you where and how to look for solutions
-limits creativity outside of the boundaries |
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Three types of creativity
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creations, synthesis, modification
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creations
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creating something out of nothing
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synthesis
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relating 2 or more previously unrelated phenomena (fish tacos)
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modification
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-act of altering something that already exists
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what are the four purposes of modification?
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1. perform a function better
2. perform a new function 3. perform in a different setting 4. be used by someone new |
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General reasons resist change
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1.Human Inertia
2.Timing 3.Surprise 4.Peer pressure |
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Specific reasons to resist change
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1. Self interest
2. Misunderstanding 3. Different Assessment |
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force field analysis
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Identify situation/problem
Study it Determine which force are driving change and which forces are restraining change |
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Lewin's Rule
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It is better to reduce the forces restraining change than to increase the force driving it
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Reactive change
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response that occurs under pressure
-problem driven change |
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Proactive change
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a response that is intiated before a gap has occured
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unfreezing
(resistance to change) |
realizing the current practices are inappropitate and that new behavior must be enacted
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moving
(resistance to change) |
institute change
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refreezing
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strengthening the new behaviors that support change
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adapters
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take the current industry structure as given
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shapers
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try to change the structure of their industry creating a future competitive landscape of their own design
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