Ob Final

Front 1

A perceived gap between an existing state and a desired state

Back 1

Problem

Front 2

A problem for which the existing state is clear, the desired state is clear, and how to get from one state to the other is clear

Back 2

Well-structured Problem

Front 3

A standardized method of solving a problem

Back 3

Program

Front 4

A problem for which the existing and desired states are unclear and the method of getting to the desired state is unknown

Back 4

Ill-structured state

Front 5

A decision strategy that is completely informed, perfectly logical, and oriented toward economic gain

Back 5

Perfect rationality

Front 6

A decision strategy that relies on limited information and that reflects time constraints and political considerations

Back 6

Bounded Rationality

Front 7

Tendencies to acquire and process information in an error-prone way

Back 7

Cognitive Biases

Front 8

Perception system may defend perceiver against unwanted outcomes

Back 8

Percention defense

Front 9

What leads to decision-based evidence search rather than evidence-based decision making

Back 9

Conformation Bias

Front 10

The choice of the decision alternate with the greatest expected value

Back 10

Maximization

Front 11

The inadequate adjustment of subsequent estimates from an initial estimate that serves as an anchor

Back 11

Anchoring effect

Front 12

Establishing and adequate level of acceptability for a solution and then seeking the first option to meet that level

Back 12

Satisficing

Front 13

Capacity to influence others who are in a state of dependence

Back 13

Power

Front 14

Power derived from a persons position within an organization.

Back 14

Legitimate Power

Front 15

Power derived from the ability to provide positive outcomes and prevent negative outcomes

Back 15

Reward Power

Front 16

Power derived from the use of punishment and threat

Back 16

Coercive power

Front 17

Power derived from being well liked by others

Back 17

Referent Power

Front 18

Power derived from having special information or expertise

Back 18

Expert Power

Front 19

Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems.

Back 19

Empowerment

Front 20

Let the front line people problem solve

Back 20

How you can use empowerment to better your org.

Front 21

Tactics that are used to convert power into actual influence over others

Back 21

Influence tactics

Front 22

The degree of power held by various organizational subunits, such as departments

Back 22

Subunit Power

Front 23

Critical factors affecting organizational effectiveness that are controlled by a key subunit

Back 23

Strategic contingencies

Front 24

Subunits that are more central to the mission or work should acquire more power than those whose activities are more peripheral

Back 24

Centrality

Front 25

The pursuit of self-interest in an organization

Back 25

Org. Politics

Front 26

Does something allowed to achieve something in line with goals

Back 26

Sanctioned means/sanctioned ends

Front 27

Does something allowed to achieve something not in line with goals

Back 27

Sanctioned means/non-sanctioned ends

Front 28

Doing something not allowed, to achieve something in line with goals

Back 28

Not sanctioned means / sanctioned ends

Front 29

Doing something not allowed to achieve something not in line with goals

Back 29

Non-sanctioned means / non-sanctioned ends

Front 30

Competition for scarce resources can prompt

Back 30

Unethical behaviours

Front 31

Personality most prone to unethical behaviour

Back 31

Cynical and external locus of control

Front 32

Harassment is more likely to be experienced by women who hold

Back 32

Masculine personality traits - seen more as punishment for "gender deviance"

Front 33

The process that occurs when one person, group, or org. subunit frustrates the goal attainment of another

Back 33

Interpersonal conflict

Front 34

Interpersonal tensions among individuals that have to do with their relationship

Back 34

Relationship conflict

Front 35

Disagreements about the nature of the work to be done

Back 35

Task conflict

Front 36

Disagreements about how work should be organized and accomplished

Back 36

Process conflict

Front 37

Conflict management style characterized by low assertiveness of ones own interests and low cooperation with the other party

Back 37

Avoiding

Front 38

Conflict management style in which one works with the other party while not asserting ones own interests

Back 38

Accommodating

Front 39

Conflict management style that maximizes assertiveness and minimizes cooperation

Back 39

Competing

Front 40

Conflict management style that combines intermediate levels of assertiveness and cooperation

Back 40

Compromise

Front 41

A conflict management style that maximizes both assertiveness and cooperation.

Back 41

Collaborating.

Front 42

Win-lose negotiation in which a fixed amount of assets is divided between parties

Back 42

Distributive negotiation

Front 43

Win-win negotiations that assume that mutual problem solving can enlarge the assets to be divided between parties.

Back 43

Integrative negotiation

Front 44

Attractive outcomes that can only be achieved by collaboration

Back 44

Superordinate goals

Front 45

A strategy of increasing conflict to motivate change

Back 45

Conflict simulation

Front 46

Environmental events or conditions that have the potential to induce stress

Back 46

Stressors

Front 47

Propensity to view others and the world in a negative light

Back 47

Negative affectivity

Front 48

The requirement for too many tasks to be performed in too short of a time period

Back 48

Role overload

Front 49

Psychological attempts to reduce the anxiety associated with stress

Back 49

Defence mechanisms

Front 50

The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks

Back 50

Organizational structure

Front 51

The tendency for managers in separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles.

Back 51

Differentiation

Front 52

Employees with closely related skills and responsibilities are assigned to the same department

Back 52

Functional departmentation

Front 53

Functional departmentation increases what and why

Back 53

Efficiency - best assignment of resources.

Front 54

Departments are formed on the basis of a particular product, product line, or service

Back 54

Product departmentation

Front 55

What has more potential than functional structures for responding to customers in a timely way

Back 55

Product departmentation structure.

Front 56

Disadvantages of product departmentation

Back 56

Professional development might suffer without a critical mass of professionals working in the same place at the same time

Economies of scale may be threatened

Front 57

Employees remain members of a functional department while also reporting to a product or project manager

Back 57

Matrix departmentation

Front 58

Self-contained department deliver org. products/services in a specific area

Back 58

Geographic Departmentation

Front 59

Self-contained department delivers products/services to a specific customer group

Back 59

Customer departmentation

Front 60

A structure based on some mixture of functional, product, geographic, or customer departmentation

Back 60

Hybrid departmentation

Front 61

Budgets are a form of

Back 61

Standardization of output

Front 62

Relies on informal communication to coordinate tasks

Back 62

Mutual adjustment

Front 63

Useful for coordinating the most simple and the most complicated division of labour

Back 63

Mutual adjustment

Front 64

The process of attaining coordination across differentiated departments

Back 64

Integration

Front 65

A person who is assigned to help achieve coordination between his or her department and another department

Back 65

Liaison role

Front 66

Org. members permanently assigned to facilitate coordination between departments

Back 66

Integrators

Front 67

The number of subordinates supervised by a manager

Back 67

Span of control

Front 68

The larger the span of control the less

Back 68

potential there is for direct supervision

Front 69

An org. with relatively few levels in its hierarchy of authority

Back 69

Flat org.

Front 70

An org. with relatively many levels of authority in its hierarchy

Back 70

Tall org.

Front 71

The extent to which work roles are highly defined by an organization.

Back 71

Formalization

Front 72

The extent to which decision making power is localized in a particular part of the org.

Back 72

centralization

Front 73

The extent to which an org. divides labour vertically, horizontally, and geographically

Back 73

Complexity

Front 74

Org. structures characterized by tallness, specialization, and formalization

Back 74

Mechanistic structures

Front 75

Structures characterized by flatness, low specialization, low formation, and decentralization.

Back 75

Organic structures

Front 76

An org. that can simultaneously exploit current competencies and explore emerging opportunities

Back 76

Ambidextrous org.

Front 77

Liaisons between specialist org. that rely strongly on market mechanisms for coordination

Back 77

Network org.

Front 78

A network of continually evolving independent org. that share skills, costs, and access to one another markets

Back 78

Virtual org.

Front 79

A network org. that performs a few core functions and outsources other activities to specialists and suppliers

Back 79

Modular organization

Front 80

An organization that removes vertical, horizontal and external barriers so that employees, managers, customers, and suppliers can work together, share ideas, and identify the best ideas for the org.

Back 80

Boundaryless org.

Front 81

Which type of firms has downsizing most effected

Back 81

R&D intensive firms, biotech, pharmaceuticals, and advanced electronics.

Front 82

The recognition that some current state of affairs is unsatisfactory

Back 82

Unfreezing

Front 83

The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization

Back 83

Refreezing

Front 84

The process through which the organization acquires, develops and transfers knowledge throughout the organization

Back 84

Org. learning

Front 85

An org. that has systems and processes for creating, acquiring and transferring knowledge to modify and change its behaviour to reflect new knowledge and insights

Back 85

Learning organizations