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47 Cards in this Set
- Front
- Back
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Macro environment
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Forces affecting all organizations
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Competitive environment
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porter's five forces in an industry
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What is the organizations environment?
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All the forces outside the firms abstract boundries
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Strategy:
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The organizations goals and the plans and decisions it adopts to acheive them.
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Effectiveness
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extent to which an organization acheives its goals
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efficiency
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Outputs \ inputs
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Goals:
S M A R T |
Smart
Measurable Acceptable Realalistic and Challengng Timed |
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Porter's three generic strategies
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low cost, differentiation, focused
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Two variables that describe an organization's environment
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Change and Complexity
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Formula for effectiveness
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Eff= structure X environment
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Speed of decision making needs to keep pace with the rate of...
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environmental change
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Mechanistic Structure
(Departmental Structure) |
Simple and stable environment
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Organic structure
(Dynamic structure) |
Dynamic and complex environment
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Traditionalists
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Born 1900-1945
Loyal, hardworking, financially conservative and faithful to institutions. |
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Baby Boomers
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Born 1946-1964
Adept at dealing with politics and sense of who they are is connected to their career acheivements |
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Generation Xers
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Born 1965-1980
Technologically savy, distrust of institutions, likely to change jobs and don't like to work past 5PM. |
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Millenials
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Born 1981-1999
Reject notion of rigid confines in a work place, not afraid to change entire careers, confident, high self esteem and enjoy team work |
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How To Succeed With Baby Boomers
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Show respect
Choose face-to-face conversations. Give them your full attention. Play the game. Learn the corporate history. |
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How To Succeed With Generation X
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Lighten up.
Get over the notion of dues paying. Give them space. Use e-mail. Get to the point |
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How To Succeed With Traditionalist
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Appreciate their dedication.
Value their experience. Offer them job security. Honor the chain of command. |
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How To Succeed With Millennials
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Provide timely feedback.
Find them a mentor. Ask them their opinion. Challenge them. |
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Common Gripes About Millennials
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They lack creativity.
They like rewards, but not hard work. |
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Right One
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The right to Free, informed consent. (Treat people as they knowingly consent to be treated).
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Right two
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The right to privacy. (The right to act at will outside of work and control information about your private life.)
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Right three
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The right to freedom of conscience. (The right to reject orders that violate common accepted moral principles, if the individual really believes in them).
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Right four
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The right to free speech. (The right to criticize the ethics of others’ action so long as the criticism is conscientious, truthful, and does not violate others’ rights).
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Right five
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The right to due process (The right to a fair and impartial hearing when the individual believes his or her rights were violated).
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The 3 Canons of Justice
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Distributive Justice Canon
Consistent Administration Canon Restitution Canon |
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Distributive Justice Canon
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treat people similarly who are similar in job-relevant ways
treat people differently who differ in job-relevant ways differences in treatment should be in proportion to job-related differences |
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Consistent Administration Canon
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rules should be clearly stated and consistently and impartially enforced
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Restitution Canon
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An individual who commits an injustice is responsible for the reimbursement of the victim’s suffering (but not for matters over which he or she has no control.)
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Concept of Culture
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The set of shared values, beliefs, and behaviors learned as a member of a social group
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Characteristics of culture
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learned
shared transmitted |
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Polychronicity
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The extent to which people prefer to be engaged in two or more tasks simultaneously
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Monocronic:
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Concentrate on job
Take time commitments seriously Low context, need information Committed to the job Adhere religiously to plans Concerned about disturbing others and privacy Show great respect for private property Emphasize promptness Used to short term relationships |
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Polychronic:
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Easily distracted
Consider time commitments an objective to be achieved, if possible High context and already have information More committed to the people they work with and human relationships Easily change plans More concerned with those who are related than privacy Borrow and lend easily Base promptness on the relationship Tendency to build lifelong relationships |
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adhocracy
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Risk Taking
Growth Creativity |
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group
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Teamwork
Development Morale |
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paradigm
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paradigm is a set of rules and regulations that define boundries
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What is the effect of a paradigm on creativity?
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Good effect is that it tells you where/how to look for solutions.
Bad effect is that it limits creativity outside of the ‘boundaries’. |
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Creation
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The act of making something out of nothing
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Synthesis
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The act of relating two or more previously unrelated phenomena
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Modification
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The act of altering something that already exists so that it can
perform its function better perform a new function perform in a different setting be used by someone else |
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Why People Feel Uncreative
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No credit
People see creativity only as “creation”, neglect synthesis, modification. Self fulfilling prophecy No Credit approach instills uncreative sense in person, they stop trying. Bureaucratic Beat-Down Organizations tend to punish rather than reward creativity in general. |
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General Reasons People Resist Change
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Human inertia
Once we learn one way, we tend to keep doing it that way. Timing Bad choices in timing, usually during other focus. Surprise People are not given the time to deliberate change. |
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Resistance to Change
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Self interest
Misunderstanding Different assessment |
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System
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A series of interrelated and interdependent parts.
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