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125 Cards in this Set
- Front
- Back
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What 3 things does good decision making help determine?
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-Solving problems
-Allocating resources -Accomplishing goals |
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What is the process of identifying problems and opportunities and then resolving them?
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Decision Making
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What 4 things does decision making entail?
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-Brainstorming possible alternatives
-Identifying future potential -Choosing alternative -Evaluating and monitoring outcome |
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A decision made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in the future
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Programmed Decision
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A decision made in response to a situation that's unique, is poorly defined and largely unstructured, and has important consequences for the organization
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Nonprogrammed Decision
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4 conditions that affect decision making
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-Risk
-Certainty -Uncertainty -Ambiguity |
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The situation in which all the information the decision maker needs is fully available
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Certainty
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A situation in which a decision has clear-cut goals, and good information is available, but the future outcomes associated with each alternative are subject to chance
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Risk
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Situation that occurs when managers know which goals they want to achieve, but information about alternatives and future events is incomplete
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Uncertainty
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A condition in which the goals to be achieved or the problem to be solved is unclear, alternatives, are difficult to define. and information about outcomes is unavailable
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Ambiguity
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The degree of ______ affects a manager's ability to make a programmed vs. non-programmed decision
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Certainty
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What are the 3 types of decision-making models?
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-Classical/Rational Model
-Administrative/Descriptive Model -Political Model |
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Model stating managers should make decision based on the organization's best economic interests
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Classical/Rational Model
*The "ideal" model but often unattainable *Best for programmed or certainty/risk |
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The Classical Model is considered to be ______, which means it defines how a decision maker should make decisions
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Normative
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Model stating how managers actually make the tough decisions
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Administrative Model
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The administrative model is characterized involving what 3 things?
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Non-programmed decision
Uncertainty Ambiguity |
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The Administrative Model is said to be _____ which means it's based on how decisions are actually made
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Descriptive
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One of the three central concepts of the Administrative Model stating decisions are based on past experience and without much thought
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Intuition
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Concept of Admin. Model stating there are limits on the amount of info that can be processed at one time
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Bounded Rationality
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Concept of Admin. Model stating that managers must choose the first decision that satisfies minimal decision criteria
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Satisficing
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This model states managers disagree on what goals to pursue or what actions to take
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Political Model
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First step to decision making; involves identifying problem or opportunity
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Recognition of Decision Requirement
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Situation in which organizational accomplishments have failed to meet established goals
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Problem
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Situation in which managers see potential organizational accomplishments that exceed current goals
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Opportunity
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Second step to decision making; involves analyzing underlying associated causal factors
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Diagnosis and Analysis of Causes
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Third step in decision making; involves generating possible solutions that'll respond to the needs of the situation and correct the underlying causes
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Development of Alternatives
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Fourth step in decision making; involves choosing the most promising of several alternative courses of action
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Selection of Desired Alternatives
*Best choice fits goals, culture, and values using fewest resources |
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Willingness to undertake risk with the opportunity of gaining an increased payoff
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Risk Propensity
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Fifth step in decision making; involves using managerial, administrative, and persuasive techniques to carry out chosen alternative
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Implementation of Chosen Alternative
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The ultimate success of the chosen alternative depends on how easily and whether or not it is translated into _____
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Action
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This can sometimes hinder the implementation of an alternative
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Lack of resources or drive
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Sixth step in decision making; involves gathering information that shows how well the decision was implemented and whether it was effective in achieving its goals
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Evaluation and Feedback
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Differences among people with respect to how they perceive problems and make decisions
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Decision Styles
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Type of decision style:
-Simple, clear cut solutions -Quick decisions -Efficient and rational -Rules and procedures |
Directive
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Type of decision style:
-Complex situations -Based on much data -Carefully consider alternatives -Objective, rational data |
Analytical
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Type of decision style:
-Socially oriented -Consider others about solutions -Broad alternatives and info -Info from people and systems -Creative problem solvers |
Conceptual
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Type of decision style:
-Deep concern for others -Talk one on one -Understand feelings and effects -Personal developments of others -Help others achieve goals |
Behavioral
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Strategy defines ____ to do; organizing defines ____ to do it
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what, how
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The deployment of organizational resources to achieve strategic goals
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Organizing
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Framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
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Organizational Structure
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The characteristics of vertical structure are portrayed in the ________ ________
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Organizational Structure
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This indicates the chain of command, what departments are to do, how departments fit together, and order/logic for the company
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Organizational Chart
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Degree to which organizational tasks are subdivided into individual jobs
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Work Specialization/Division of Labor
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Pros and Cons of Work Specialization/Division of Labor
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Pro-Increased efficiency
Con-Boring |
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Unbroken line of authority that links all individuals in the organization and specifies who reports to whom
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Chain of Command
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Formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
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Authority
*Position, not person *Accepted by subordinates *Flows down vertical hierarchy |
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Duty to perform the task or activity an employee has been assigned
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Responsibility
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Authority is assigned based on _______
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Responsibility
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Authority should or should not be greater than responsibility
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Should not
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Fact that people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
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Accountability
*Praise and punishment stem from this |
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Process managers use to transfer authority and responsibility to positions below them in the hierarchy
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Delegation
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The number of employees reporting to a supervisor is called what?
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Span of Management
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If something entails more programmed decisions, will it have a greater or lesser span of management
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Greater
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This form of span of management involves a small span with more hierarchical levels
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Tall Structure
*Think bureaucracy |
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This form of span of management involves a large span with fewer hierarchical levels
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Flat Structure
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If there is greater change and uncertainty, is a centralized or decentralized favored?
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Decentralized
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If there is a time of crisis and high risk, centralized or decentralized?
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Centralized
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Basis on which individuals are grouped into departments and departments into the total organization
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Departmentalization
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-Grouping of positions into depts based on similar skills, expertise, and resource use
-1 of each department -Strong vertical design |
Functional Approach
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-Org. structure in which depts are grouped based on similar organizational outputs
-Different "business units" -Repeated depts -Common in very large or diversified companies |
Divisional/Product Approach
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-Org. structure that uses functional and divisional chains of command simultaneously in the same part of the org.
-1 person reports to 2 different people |
Matrix Approach
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Org. structure that:
-Gives managers way to delegate authority -Push responsibility down -More flexible and responsive |
Team Approach
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Org structure that disaggregates major functions to spearate companies that are brokered by a small headquarters org.
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(Virtual) Network Approach
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-This has had an increased emphasis due to today's dynamic work environments
-"Invisible" structure -How things are coordinated |
Horizontal Structure
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Radical design of business processes to achieve dramatic improvements in cost, quality, service, and speed
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Reengineering
*Process over function *Moving to vertical to horizontal structure |
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What are the three contingency factors?
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Strategy, Environment, and Technology
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This type of strategy attempts to develop innovative products unique to the market, work in small teams, achieve flexibility, and respond quickly to change
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Differentiation Strategy
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Differentiation Strategy leads to horizontal or vertical structure?
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Horizontal
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This type of strategy strives for internal efficiency, task specialization, and chain of command
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Cost Leadership Strategy
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Cost leadership strategy leads to a functional or horizontal structure?
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Functional Strategy
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Adoption of a new idea or behavior by an organization
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Organizational Change
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Change in what you make
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Product Change
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Change in how you make it
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Technology Change
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The times and workplace have moved from a knowledge/creativity economy to a knowledge/creativity economy?
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Knowledge to Creativity
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What are the three strategies for changing products or technologies?
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Exploration, Cooperation, Entrepreneurship
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Exploration, Cooperation, or Entrepreneurship Strategy?
-Stage where new ideas are born -Creativity is king -Embrace risk |
Exploration
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Exploration, Cooperation, or Entrepreneurship?
-Ideas flow horiz. across lower level depts -Internal horiz. coordination and communication -Open innovation externally |
Cooperation
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Extending the search for and commercialization of new ideas beyond the boundaries of the organization
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Open Innovation
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Exploration, Cooperation, or Entrepreneurship?
-Creating mechanisms to make sure new ideas are carried forward, accepted, and implemented |
Entrepreneurship
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Person who sees the need for and champions productive change within organization
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Idea Champion
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This person in entrepreneurship develops and understands technical aspect of idea, does not know how to win support for the idea or make a business of it
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Inventor
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This person in entrepreneurship is the high level manager who removes barriers and approves and protects the idea
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Sponsor
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This person in entrepreneurship provides a reality test, looks for shortcomings, and defines hard-nosed criteria that idea must pass
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Critic
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Unit separate from the mainstream of the org. that is responsible for developing and initiating innovations
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New-venture team
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Separate small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas
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Skunkworks
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Type of change in how people think, attitudes, and behaviors of a few people
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People Change
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Type of change resulting in major shifts in norms, values, and mind-set of entire org.
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Culture Change
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How do organizations implement change in people and culture?
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Training and Development
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Application of behavioral science techniques to improve org's health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities
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Organizational Development
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Organizational Development (OD) can help managers address what three types of problems?
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-Merger/Acquisition
-Organizational decline/Revitalization -Conflict management |
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3 stages of OD
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-Unfreezing
-Changing -Refreezing |
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Stage in OD in which participants are made aware of problems to increase their willingness to change their behavior
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Unfreezing
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Intervention stage of OD in which individuals experiment with new workplace behavior
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Changing
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Reinforcement stage of OD in which individuals acquire a desired new skill or attitude and are rewarded for it by the org
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Refreezing
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Explain the Organizational Change Model
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Environmental and Internal forces lead to the Need for Change which leads to Implementing Change
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An OD specialist who contracts with an org to facilitate change
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Change Agent
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Disparity between existing and desired performance levels
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Performance Gap
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Term describing that change is necessary in the Change Message
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Discrepancy
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Term describing that employees feel they have the ability and resources to change
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Efficacy
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Term describing that employees know "what's in it for them"
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Valence
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Design and application of formal systems in an org to ensure the effective and efficient use of human talent to accomplish goals
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Human Resource Management
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HRM has 3 main activities:
-____ an effective workforce -____ workforce to its full potential -____ an effective workforce for the long-term |
Attract, Develop, and Maintain
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3 Key Elements of HRM:
-All managers are ___ ____ -Employees are ____ -HRM is a ______ process |
HR managers, Assets, Matching
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Economic value of the knowledge, skills, and abilities of EEs
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Human Capital
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Results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale
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Complexity
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Company that's highly attractive to potential EEs b/c of HR practices that focus on tangible and intangible benefits and embrace a long-term view to solving immediate problems
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Employer of Choice
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People who work for an org but not on a permanent or full-time basis
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Contingent Worker
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Using computers and telecommunications equipment to perform work from home or another remote location
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Telecommuting
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Intentional, planned reduction in size of company's workforce
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Downsizing
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EE selection approach in which org and applicant attempt to match each other's needs, interests, and values
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Matching Model
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Forecasting of HR needs and projected matching of individuals with expected job vacancies
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HR Planning
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Activities or practices that define the desired characteristics of applicants for specific jobs
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Recruiting/Talent Acquisition
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Gathering essential duties, tasks, responsibilities, and context of a job
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Job Analysis
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Concise summary of specific tasks, duties, and responsibilities of a job
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Job Description
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Gives applicants a realistic picture of the job and org
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Realistic Job Preview
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-Generally used to select managers/executives
-Series of tests, must include simulation |
Assessment Center
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-Making the best use of resources you have
-Used with HRIS -Right person, right time, right place |
Workforce Optimization
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Training in which an experienced EE "adopts" a new EE to show how to perform job duties
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On the Job Training
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What is the single most important factor of the 21st century for org performance?
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Diversity
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Belief that one's own group or subculture is inherently superior to other groups or cultures
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Ethnocentrism
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Requires ERs to take positive steps to guarantee equal employment opportunities for people within protected groups
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Affirmative Action
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Invisible barriers that separate minorities from moving vertically or horizontally in org
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Glass Ceilings/Walls
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Possible promotion for women but instead choose motherhood
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Opt-Out Trend
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A legally recognized form of sexual harassment in which there is an exchange of sexual favors for employment decisions
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Quid pro Quo/"Something for Something"
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A legally recognized form of sexual harassment in which a pattern of unwanted behaviors interfere with work performance
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Hostile Work Environment
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