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24 Cards in this Set

  • Front
  • Back
REACTOR: Business strategy where environmental threats and opportunities are reacted to in an ad hoc manner
internal process model
INTERNAL PROCESS MODEL: A model that reflects the value of internal focus and structural control.
STRATEGY: Current set of plans, decisions and objectives that have been adopted to achieve and organization's goals
human relations model
HUMAN RELATIONS MODEL: An organization model that incorporates the values of an internal focus with a flexible structure.
internal process approach
INTERNAL PROCESS APPROACH: An approach that looks at internal activities and assesses effectiveness by indicators of internal health and efficiency.
operative goals
OPERATIVE GOAL: Description of ends or goals sought through the operational procedure of that organization; these explain what the organization is trying to accomplish
DIFFERENTIATION: Organization attempts to distinguish their products and svcs from others via adertising, distinct product features, great service, new technology
FOCUS: Organization's dominant perspective value, which may be internal or external.
focus strategy
FOCUS STRATEGY: A strategy where an organization concentrates on a specific region or buyer group.
stakeholder approach
STAKEHOLDER APPROACH: group within and without that has a stake in organizations performance
DEFENDER: Business strategy that seeks stability or even retrenchment rather than innovation or growth
MISSION: Organizations reason for its existence
ANALYZER: Business strategy that seeks to maintain stable business while innovating on the periphery
official goals
OFFICIAL GOALS: Formally stated definition of business scope and outcomes the organization is trying to achieve; another word for mission
rational goal model
RATIONAL GOAL MODEL: organization model that reflects values of structural control and external focus
organizational goal
ORAGANIZATIONAL GOAL: desired state of affairs that the organization is trying to reach
STRUCTURE: Formal reporting relationships, groupings, and systems of an organization
competing values approach
COMPETING VALUES APPROACH: perspective on organizational effectiveness; combines different indicators of performance that represent competing management values
goal approach
GOAL APPROACH: Approach to organizational effectiveness based on output and whether the organization achieves its output goals.
low-cost leadership
LOW COST LEADERSHIP: increase market share by emphasizing low cost compared to its competitors
PROSPECTOR: business strategy characterized by innovation, risk taking, seeking out new opportunities and growth.
open systems model
OPEN SYSTEM MODEL: Organizational model that reflects a combination of external focus and flexible structure
EFFICIENCY: the amount of resources needed to produce a unit of output. Can be measured as ratios of inputs to outputs. An organization who reaches a given production level with fewer resources is more efficient.
resource based approach
RESOURCE BASED APPROACH: Organizational perspective that assesses effectiveness by seeing how well the organization obtains, integrates, and manages valued resources