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30 Cards in this Set

  • Front
  • Back
something the organization does especially well in comparison to its competitors
core competence
the use of managerial and organizational tools to direct resources towrds accomplishing strategic results. The administration and execution of the strategic plan
strategy implications
strengths, weaknessess, opportunites, threats
positive internal characteristics that hte organization can exploit to achieve its strategic performance goals
are internal characteristics that might inhibit ot restrict the organizations performance
characteristics of the external environment that may prevent the organization from achieving its strategic goal
characteristics of the external environment that have the potential to help the organization achieve or exceed its strategic goals
porters competitive strategies
differentation, cost leadership, focus
competitve strategy with which the organization seeks to distinguish its products or services from that of competitors
organization aggresively seeks effiecient facilities, cut costs, etc. to be more efficient with competitors
cost leadership
type of competition strategy that emphasizes concentration on a specific regional makert or buyer group
a choice made from available alternatives
the process of identifying problems and opportunties and then resolving them
decision making
situations that have occurred often enough to enable decision rules to be developed and applied in the future
programmed decisions
in response to a situation that is unique, is poorly defined and largely unstructured, has important consequences for the organization
nonprogrammed decisions
all the info the decision maker needs is fully available
decision has clear cut goals and good info is available but future outcomes associated with each alternative are subject to change
mangers know which goals that wish to achieve, but info about alternative and future events is incomplete
goals to be achieved or the problem to be solved is unclear, alternatives are difficult to definem and info about outcomes is unavailable
steps in managerial decision making
recognition of decision requirements, diagnosis and analysis of causes, development of alternatives, selection of desired alternatives, implementation of chosen alternatives, and evaluation and feedback
set of formal tasks to individuals and departments, formal reporting relationships, the design of systems to ensure effective coordination of employees
organizationsl structure
visual representation of organizatinal structure
organizational chart
unbroken line of authority that likes all individuals in teh organiztion and specifies who reports to whom
chain of command
formal and legitimate right of a manger to make decisions to achieve desired outcomes
the duty to perform the task or activity an employess has been assigned
people with authority and responsibility are subject to reporting and justifying task outcome sto those above them in teh chain of command
process managers use to transfer authority and responsibility to positions below them in teh hierarchy
the number of employees reporting to a supervisor
span of management
locations of decision authority new top of organization levels
location of desion authority near lower organizational levels