Management

Front 1

strategy

Back 1

plan that is put in order for long term goals

Front 2

competitive advantage

Back 2

ability to out perform rivals

Front 3

diversification

Back 3

expansion by entering new areas of business

Front 4

vertical integration backwards

Back 4

a business acquiring it's suppliers

Front 5

forward vertical integration

Back 5

a business acquiring it's distributors

Front 6

liquidation

Back 6

business closes and sells its assets to pay creditors

Front 7

restructuring

Back 7

reduces scale or mix of operations

Front 8

SBU

Back 8

Strategic Business Limits

Front 9

downsizing

Back 9

decrease size of operations

Front 10

divestiture

Back 10

selling parts of business to focus on core business areas

Front 11

strategic alliance

Back 11

organizations join together in partnership to pursue area of mutual interest

Front 12

transnational firm

Back 12

tries to operate globally without a national identity

Front 13

crowd sourcing

Back 13

uses internet to engage customers in providing opinions and feedback on products and designs

Front 14

B2B

Back 14

use internet to link organizations and customers to supply chain

Front 15

mission statement

Back 15

describes purpose of organization

Front 16

SWOT analysis

Back 16

analyzes organizational strengths and weaknesses as well as opportunity and threat

Front 17

core comptetency

Back 17

a special strength that gives an org a competitive advantage

Front 18

differentiation strategy/low cost strategy

Back 18

offers unique products, different from the competition....

seeks to operate with lower costs than competitors

Front 19

michael porters competitive strategy model

Back 19

differentiation-

cost leadership-

focused differentiation

Front 20

BCG matrix

Back 20

analyzes business opportunities according to market growth rate and market shares

Front 21

BCG

Back 21

Boston consultant group

Front 22

organizing

Back 22

arranging people and resources to work toward a goal

Front 23

organization structure

Back 23

system of tasks, reporting relationships and communications linkage

Front 24

organization chart

Back 24

describes arrangement of work positions within an org

Front 25

division of labor

Back 25

means that people and groups perform different jobs...usually jobs that are suited for the employees

Front 26

functional structure

Back 26

official structure of the org

Front 27

cross functional team

Back 27

brings together members from different functional dept's

Front 28

virtual org

Back 28

uses info to operate at a shifting network of alliance

Front 29

organizational design

Back 29

process of configuring orgs to meet environmental challenges

Front 30

centralization

Back 30

top managers keep power to make most decisions

Front 31

delegation

Back 31

entrusting work to others

Front 32

empwerment

Back 32

gives people freedom to do the job as they think best

Front 33

mechanistic designs

Back 33

use vertical and centralized structures; they are bureaucratic

Front 34

organic designs

Back 34

adaptive; decentralized and horozontal structure

Front 35

flextime

Back 35

employee gets some say in daily working hours

Front 36

telecomuting

Back 36

using it to work outside office

Front 37

job sharing

Back 37

1 job split between workers

Front 38

leadership

Back 38

process of insiration for people to work harder to accomplish tasks

Front 39

power: reward

Back 39

acheive influence by offering something of value

Front 40

managerial power

Back 40

position power and personal power

Front 41

power: coercive

Back 41

acheives influence by punishment

Front 42

power: legitimate

Back 42

acheives influence by formal authority

"power of position" aka president lol

Front 43

referent

Back 43

personal identification

Front 44

vision

Back 44

clear sense of future

Front 45

leadership styles

Back 45

pattern of behaviors exhibited by leader

Front 46

autocratic

Back 46

command and control

Front 47

democratic

Back 47

participation but care about task and people

Front 48

laissez-faire

Back 48

dont care for people or task

Front 49

Fiedler leadership views

Back 49

match leadership style and situational demands

Front 50

Hersey-Blanchard leadership views

Back 50

successful leaders do adjust their leadership styles

Front 51

House leadership views

Back 51

path/goal

effective leader when they help workers acheive work and personal goals

Front 52

substitues for leadership

Back 52

work with no leader

Front 53

charismatic leaders

Back 53

leader-follower relationship

inpires followers in extra ordinary ways

Front 54

transactional leadership

Back 54

directs efforts toward tasks and rewards

Front 55

transformational leadership

Back 55

inspires extraordinary effort and performance

Front 56

emotional intelligence (EI)

Back 56

ability to manage our emotions in leadership and social relationsip

Front 57

interactive leadership

Back 57

good communaication, participation and deals with problems by teamwork

Front 58

moral leadership

Back 58

appears to others as 'good' by ethical standards

Front 59

servant leadership

Back 59

serving others by helping them use their talents to benifit org's benefit to society

Front 60

empowerment

Back 60

gives ppl freedom and power to do their job

Front 61

perceptions

Back 61

how people interperet info and environment

Front 62

stereotypes

Back 62

assigns attributs commonly associated with a group to an individual

Front 63

halo effect

Back 63

one attribute used to develope an impression of a person or situaion

Front 64

selective perception

Back 64

focuses on constancies with beliefs, needs and actions

Front 65

projection

Back 65

assigns personal attributes to other individuals. assume one has the same needs, desires, and values

Front 66

attribution

Back 66

process of creating explanations for events

Front 67

type A personality

Back 67

extreme acheivement...

OCD

Front 68

job burnout

Back 68

physical and mental exhaustion from stress relatied to work

Front 69

attitude

Back 69

a predisposition to the way people act

Front 70

cognitive dissonance

Back 70

discomfort when attitude and behavior are inconsisten

Front 71

job satifaction

Back 71

the degree to which a person enjoys job and work experience

Front 72

mood contagion

Back 72

when one's mood is transferred to other

Front 73

ambition

Back 73

the desire to succeed.

Front 74

organizational culture

Back 74

is a sustem of shared beliefs and values guiding behavior

Front 75

core values

Back 75

beliefs and values shared by organziation members

Front 76

symbolic leader

Back 76

language and symbols and actions to establish and maintain a desired organizational culture

Front 77

Innovation

Back 77

process of taking a new idea and putting it into practice

Front 78

process innovations

Back 78

result in better ways of doing things

Front 79

product innovations

Back 79

result in new or improved goods or services

Front 80

business model innovation

Back 80

result in ways for firm to make money

Front 81

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Back 81

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