Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
16 Cards in this Set
- Front
- Back
|
Organizational Structure
|
assigns employees to specific value creation tasks and roles. Coordinates and integrates the efforts of all employees.
|
|
|
Strategic control systems
|
a set of incentives to motivate employees. TO provide feedback on performance so corrective action can be taken.
|
|
|
Function
|
Collection of people hwo work together and perform similar tasks or hold similar positions.
|
|
|
Division
|
a way of grouping functions to allow an organization to better serve its customers
|
|
|
Handoffs
|
work exchanges between people, functions, and subunits.
|
|
|
centralized decision
|
easier coordination of activities. Decisions fit broad organizational objectives.
|
|
|
tall verses flat organizations
|
flexibility, expense, communication problems, reponse time, and distortion of commands.
|
|
|
what is the result of behavior control systems
|
standardization, predictability, and accuracy
|
|
|
measures should be tied to the goals of developing distinctive competencies in
|
effiiciency, quality, innovativeness and responsiveness to consumes
|
|
|
role of strategic control
|
managers and employees can monitor and improve operating procedures and easier to apply output control
|
|
|
product structure is used to
|
solve the control problems that result from producing many different kinds of products for many different market segments
|
|
|
implementing a broad product structure
|
1) group overallproduct line into product groups.2) centralize support value chain functionns to lower costs. 3) divide support functions into product-oriented teams who focus on the needs of one specific group seperately from the others. 4) closely link rewards to performance of product group.
|
|
|
porters 5 forces
|
1) risk of entry by potential competitors. 2) intensity of rivalry among established companies within an industry. 3) bargaining power of suppliers. 4) bargaining power of buyers. 5) closeness of substitutes to an industry's products.
|
|
|
4 factors influencing rivalry among established companies
|
1) exit barriers. 2) cost conditions. 3) industry demand. 4) industry competitive structure
|
|
|
Barriers to entry
|
1) economies of scale. 2) brand loyalty. 3) absolute cost advantage. 4) customer switching costs. 5) govrnment regulations
|
|
|
building blocks of competitive advantage
|
efficiency, quality, innovation, and customer responsiveness
|
