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58 Cards in this Set

  • Front
  • Back
groups and individuals who affect and are affected by the organizations and its outputs
stakeholders
components of external environment
social values
law and politics
demographics
technology
economy
cooperative action good for both organizations
contracting
cooperative action absorbing an element into organization to minimize threat
cooptation
cooperative action work with competitors for common goal
coalition
bcg matrix high market growth, strong relative position
star
bcg matrix, high market growth, weak relative position
question mark
bcg matrix, low market growth, strong relative position
cash cow
bcg matrix, low market growth, weak relative position
dog
an organization operates a single business and competes in a single industry
concentration strategy
an organization enters one or more businesses that are necessary for manufacturing or distributing its own products
vertical integration strategy
an organization adds new businesses that products related products or are involved in realted markets and activities
concentric diversification strategy
an organization adds new businesses that produce unrelated products or are involved in unrelated markets and activities
conglomerate diversification strategy
legal engaged political activity to convince decision makers
lobbying
legal announced collection and distribution to manage political environment
pacs
change position because will not win political action
strategic retreat
join with what would otherwise be competition in political action
coalition building
refusing to talk to press
stonewalling
specialization, task division, equal power status influence, just different in what tasks they do
horizontal differentiation
difference in power influence and status, task coordination, integration
vertical differentiation
type of pyramidal hierachy with many managerial levels
tall
type of pyramidal heirachy with few managerial levels
flat
task accomplishment in hierchial perspective
task accomplishment
coordination director in hierchial perspective
tactical manager
executive vision goals and policy in hierchial perspective
strategic manager
number of subordinates who report to supervisor
span of control
grouping organizational units according to tehcnical/professional strategy
functional structure
make the product
line positions
advise, consult, support rather than make the product
staff positions
grouping organization units according to product or service
product structure
grouping organizational units by geographic location
geographic structure
an organization composed of dual reporting relationships in which some managers report to two supervisors, a functional and a product manager
matrix structure
interdisciplinary specialists assigned to long term projects
project team structure
nonpyramical form, coequal partners
collegial structure
many persons as operators, unit production
labor intensive
mass production, automated operator
capital intensive
the product makes (drives) itself
continuous process
centralized, highly formal, limited participation, dependent on supervisor, beurocratic
mechanistic work unit
decentralized, informal, high participatoin, less dependent on supervisor, team judgement expertise
organic work unit
a shared system of core values, set of assumptions about the organization and its goals, collective understanding, shared beliefs communicated through symblic media
organizational culture
high pressure for global integration, low pressure for local responsiveness
global
high pressure for global integration, high pressure for local responsiveness
transnational
low pressure for global integration, low pressure for local responsiveness
international
low pressure for global responsiveness, high pressure for local responsiveness
multinational
views the world as a single market, operations are centrally controlled
global
several subsidiaries operating as stand alone business units in multiple countries
multinational
uses existing capabilities to expand into foreign markets
international
specialized facilities permit local responsiveness, complex coordination mechanisms provide global integration
transnational
economies of scale, control, consistent with pure global strategy, tariff barriers, transportation costs
exporting
lower operating costs, lower political risk, loss of control, threats to quality, lower margins
licensing and franchising
local knowledge, shared cost and risk, potential conflict between parties, political risk, shared profits
joint venture
control and profits but costs and risks
wholly owned subsidiary
natives of the country where an overseas subsidiary is located
host country nationals
parent company nationals who is sent to work at the foreign subsidigniary
expatriates
local knowledge, shared cost and risk, potential conflict between parties, political risk, shared profits
joint venture
natives of the country where an overseas subsidiary is located
host country nationals
parent company nationals who is sent to work at the foreign subsidiary
expatriates
native of a country other than name country or hoist country
third country nationals