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50 Cards in this Set
- Front
- Back
is a desired future circumstance or condition that the organization attempts to realize |
Goal |
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1. Develop overall plan 2. Translate the plan into action (tactical plans and objectives, develop strategic maps, defining contingency plans and scenarios) 3. Plan Operations 4. Execute the plan 5. Monitor and learn |
Organizational Planning Process |
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the organization's purpose or reason for existence |
Mission |
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is a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations |
Mission Statement |
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are broad statements of where the organization wants to be in the future and pertain to the organization as a whole rather than to specific subdivisions and departments |
Strategic Goals |
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are the action steps in which the organization intends to attain strategic goals |
Strategic Plans |
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the outcomes that major divisions and departments must achieve for the organization to reach its overall goals |
Tactical Goals |
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are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy |
Tactical Plans |
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are specific, measurable, results that are expected from departments, work groups, and individuals |
Operational Goals |
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specify the action steps toward achieving operational goals and support tactical activities |
Operational Plans |
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1. Goals and plans create a false sense of creativity 2. Goals and plans may cause rigidity in a turbulent environment 3. Goals and plans can get in the way of intuition and creativity |
Limitations of Planning |
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is a system whereby managers and employees define goals for every department, project, person, and use them to monitor subsequent performance |
MBO |
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1. Setting goals 2. Developing action plans 3. Reviewing progress 4. Appeasing overall performance |
Steps to make MBO successful |
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are reasonable but yet highly ambitious and compelling goals that energize people and inspire excellence |
Stretched Goals |
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identifies important factors in the environment and defines a range of alternative responses to be taken in the case of emergencies, setbacks, or unexpected conditions |
Contingency Planning |
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involves two major stages of prevention and preparation |
Crisis Planning |
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1. Corporate-:Level strategy 2. Business-Level strategy 3. Functional-Level strategy |
Levels of STrategy |
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pertains to the organization as a whole and the combination of business units and products that make it up |
Corporate-Level strategy |
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pertains to each business unit or product line within the organization |
Business-Level strategy |
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pertains to the major functional departments within each business unit, such as manufacturing, marketing, and research and development |
Functional-Level strategy |
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includes a careful assessment of strengths, weaknesses, opportunities, and threats that affect organizational performance |
SWOT Analysis |
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refers to what sets the organization apart from the others and provides it with a distinctive edge in the marketplace |
Competitive advantage |
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1. Target Customers 2. Core Competence 3. Achieving/Building Synergy 4. Delivering Value |
The 4 elements of Competitive advantage |
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this is a concept developed by the Boston Consulting Group that evaluates SBUs with respect to two dimensions---business growth rate and market share---and classifies them as cash cows, stars, question marks, and dogs |
BCG Matrix |
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Sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs |
Work Specialization |
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Sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs |
Work Specialization |
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Is an unbroken line of authority that links all employees in an organization and shows who reports to whom |
Chain of Command |
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Means that decision authority is pushed down to lower organization levels |
Decentralization |
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Means that decision authority is located near the top organization levels |
Centralization |
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Is the generation of novel ideas that may meet perceived needs or respond to opportunities for the organization |
Creativity |
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is a technique for determining which forces drive a proposed change and which forces restrain it |
Force-field analysis |
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The stage in which people are made aware of problems and the need for change |
Unfreezing |
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The intervention stage of organizational development when change agents teach people new behaviors and skills and guide them in using then in the workplace |
Changing |
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When people have incorporated new values, attitudes, and behaviors into their everyday work and the changes become institutionalized in the culture |
Refreshing |
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Self interest, lack of trust & understanding, different assessments & goals, & uncertainty |
What can all result in a resistance of change |
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is defined as all the ways in which employees differ |
Diversity |
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which means creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today |
Managing Diversity |
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1. Better use of employees talent 2. Increased understanding of the workplace 3. Enhanced health of understanding in leadership positions 4. Increased quality of team problem solving 5. Reduced costs associated with high turnover; absenteeism and lawsuits |
Benefits to Managing Diversity |
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is a tendency to view people who are different as being deficient |
Prejudice |
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occurs when someone e acts out their negative attitudes toward people who are the targets of their prejudice |
Discrimination |
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a rigid, exaggerated, irrational belief associated with a particular group of people |
Stereotype |
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occurs when a person, who when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task |
Stereotype Threats |
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is the belief that one's own group is inherently superior to other groups |
Ethnocentrism |
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a culture that accepts only one way of doing things and one set of values and beliefs |
Mono culture |
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is the belief that groups and subcultures are inherently equal |
Ethnorelativism |
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describes an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored |
Pluralism |
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1. Enhancing Structures and Policies 2. Expanding Recruitment Efforts 3. Establishing Mentor Relationships 4. Increasing Awareness of Sexual Harassment 5. Using Multicultural Teams 6. Encouraging Employee Affinity Groups |
Diversity Initiatives and Programs |
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is a higher-ranking senior member of the organization who is committed to prevailing upward mobility and support to a protege's professional career |
Mentor |
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are made up of members from diverse national, racial, ethnic, and cultural backgrounds |
Multicultural Teams |
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are based on social identity, such as gender or race, and are organized by employees to focus on concerns of employees from that group |
Employee Affinity Groups |