Management Of Organizations

Front 1

something the organization does especially well in comparison to its competitors

Back 1

core competence

Front 2

the use of managerial and organizational tools to direct resources towrds accomplishing strategic results. The administration and execution of the strategic plan

Back 2

strategy implications

Front 3

SWOT

Back 3

strengths, weaknessess, opportunites, threats

Front 4

positive internal characteristics that hte organization can exploit to achieve its strategic performance goals

Back 4

strengths

Front 5

are internal characteristics that might inhibit ot restrict the organizations performance

Back 5

weakness

Front 6

characteristics of the external environment that may prevent the organization from achieving its strategic goal

Back 6

threat

Front 7

characteristics of the external environment that have the potential to help the organization achieve or exceed its strategic goals

Back 7

opportunites

Front 8

porters competitive strategies

Back 8

differentation, cost leadership, focus

Front 9

competitve strategy with which the organization seeks to distinguish its products or services from that of competitors

Back 9

differentation

Front 10

organization aggresively seeks effiecient facilities, cut costs, etc. to be more efficient with competitors

Back 10

cost leadership

Front 11

type of competition strategy that emphasizes concentration on a specific regional makert or buyer group

Back 11

focus

Front 12

a choice made from available alternatives

Back 12

decision

Front 13

the process of identifying problems and opportunties and then resolving them

Back 13

decision making

Front 14

situations that have occurred often enough to enable decision rules to be developed and applied in the future

Back 14

programmed decisions

Front 15

in response to a situation that is unique, is poorly defined and largely unstructured, has important consequences for the organization

Back 15

nonprogrammed decisions

Front 16

all the info the decision maker needs is fully available

Back 16

certainity

Front 17

decision has clear cut goals and good info is available but future outcomes associated with each alternative are subject to change

Back 17

risk

Front 18

mangers know which goals that wish to achieve, but info about alternative and future events is incomplete

Back 18

uncertainity

Front 19

goals to be achieved or the problem to be solved is unclear, alternatives are difficult to definem and info about outcomes is unavailable

Back 19

ambiguity

Front 20

steps in managerial decision making

Back 20

recognition of decision requirements, diagnosis and analysis of causes, development of alternatives, selection of desired alternatives, implementation of chosen alternatives, and evaluation and feedback

Front 21

set of formal tasks to individuals and departments, formal reporting relationships, the design of systems to ensure effective coordination of employees

Back 21

organizationsl structure

Front 22

visual representation of organizatinal structure

Back 22

organizational chart

Front 23

unbroken line of authority that likes all individuals in teh organiztion and specifies who reports to whom

Back 23

chain of command

Front 24

formal and legitimate right of a manger to make decisions to achieve desired outcomes

Back 24

authority

Front 25

the duty to perform the task or activity an employess has been assigned

Back 25

responsiblity

Front 26

people with authority and responsibility are subject to reporting and justifying task outcome sto those above them in teh chain of command

Back 26

accountability

Front 27

process managers use to transfer authority and responsibility to positions below them in teh hierarchy

Back 27

delegation

Front 28

the number of employees reporting to a supervisor

Back 28

span of management

Front 29

locations of decision authority new top of organization levels

Back 29

centralization

Front 30

location of desion authority near lower organizational levels

Back 30

decentralization