Smo 321: Final

Front 1

The set of forces surrounding an organization that have the potential to affect the way it operates and its access to scarce resources

Back 1

The Environment

Front 2

The particular range of goods and services that the organization produces and the customers and other stakeholders whom it serves.

Back 2

The Organizational Domain

Front 3

The forces from outside stakeholder groups that directly affect an organization's ability to secure resources.

Back 3

The Specific Environment

Front 4

Provide examples of stakeholders that fall within the 'specific environment'.

Back 4

Customers, distributors, suppliers, unions, government, competitors

Front 5

The forces that shape the specific environment and affect the ability of all organizations in a particular environment to obtain resources.

Back 5

The General Environment

Front 6

Provide examples of things that are considered to be apart of the 'general environment'.

Back 6

Technological forces, economical forces, environmental forces, political forces, international forces, demographics

Front 7

What are the three sources of uncertainty in the organizational environment?

Back 7

Dynamism, Richness, Complexity

Front 8

The strength, number, and interconnectedness of the specific and general forces that an organization has to manage.

Back 8

Environmental Complexity

Front 9

The degree to which forces in the specific and general environments change quickly over time and thus contribute to the uncertainty an organization faces.

Back 9

Environmental Dynamism

Front 10

The amount of resources available to support an organization's domain.

Back 10

Environmental Richness

Front 11

What are the steps in technological development?

Back 11

1. Technology is developed (equilibrium)
2. Improvement is made (punctuated equilibrium)
3. Companies compete for dominance
4. One wins (equilibrium)

Front 12

What are Hofstede's 4 cultural forces?

Back 12

1. Uncertainty Avoidance
2. Power Distance
3. Masculinity
4. Individualism

Front 13

A theory that argues that the goal of an organization is to minimize its dependence on other organizations for the supply of scarce resources in its environment and to find ways of influencing them to make resources available

Back 13

Resource Dependency Theory

Front 14

What are the two aspects of the resource dependency theory that an organization must manage?

Back 14

1. It has to exert influence over other organizations so that it can obtain resources.

2. It must respond to the needs and demands of the other organizations in its environment

Front 15

Interdependencies that exist between an organization and its suppliers and distributors

Back 15

Symbiotic Interdependencies

Front 16

Interdependencies that exist among organizations that compete for scarce inputs and outputs

Back 16

Competitive Interdependencies

Front 17

Provide an example of a Political/Regulatory Interdependencies.

Back 17

Government regulation on the airline industry and/or the "sin" industries.

Front 18

What are the four ways an organization can manage symbiotic interdependencies? (Informal -> Formal)

Back 18

1. Reputation
2. Co-optation
3. Strategic Alliance
4. Merger & Takeover

Front 19

A state in which an organization is held in high regard and trusted by other parties because of its fair and honest business practices.

Back 19

Reputation

Front 20

A strategy that manages symbiotic interdependencies by neutralizing problematic forces in the specific environment.

Back 20

Co-optation (Ex. turn the community into a partner of a transit project, PTA's)

Front 21

A linkage that results when a director from one company sits on the board of another company.

Back 21

Interlocking Directorate

Front 22

What are some ways to measure reputation?

Back 22

1. Ratings
2. Surveys
3. Media Coverage

Front 23

Name four types of strategic alliances. (Informal -> Formal)

Back 23

1. Long term Contract
2. Network
3. Minority Ownership
4. Joint Venture

Front 24

Two companies eliminating the uncertainty in the cost of a commodity by signing a written agreement are entering into what form of an agreement?

Back 24

Long-term Contract

Front 25

A cluster of different organizations whose actions are coordinated by contracts and agreements rather than through a formal hierarchy of authority.

Back 25

Network

Front 26

A group of organizations, each of which owns shares in the other organizations in the group, that work together to further the group's interests.

Back 26

Keiretsu (Ex. Toyota owns shares in many of its suppliers)

Front 27

A strategic alliance among two or more organizations that agree to jointly establish and share the ownership of a new business.

Back 27

Joint Venture

Front 28

What are four ways to manage competitive interdependencies? (Informal -> Formal)

Back 28

1. Collusion & Cartels
2. Third-party linkages
3. Strategic Alliances
4. Merger & Takeover

Front 29

A secret agreement among competitors to share information for a deceitful or illegal purpose

Back 29

Collusion

Front 30

A regulatory body that allows organizations to share information and regulate the way they compete

Back 30

Third-party Linkage Mechanism

Front 31

A theory that states that the goal of an organization is to minimize the costs of exchanging resources in the environment and the costs of managing exchanges inside the organization.

Back 31

Transaction Cost Theory

Front 32

What are sources of transaction costs?

Back 32

1. Bounded Rationality: People have a limited understanding of the situation.

2. Opportunism: People may fall guilty to charging a higher price than is warranted for a good.

3. Asset Specificity: Specific asset is purchased and then you are blackmailed so the risk increases.

Front 33

Transaction Costs decrease when:

Back 33

1. Organizations are trading non-specific G&S.

2. Uncertainty is low.

3. There are many possible partners

Front 34

Transaction Costs increase when:

Back 34

1. Organizations begin to exchange specific G&S.

2. Uncertainty is high.

3. The number of possible exchange partners are few.

Front 35

What is another name for internal costs?

Back 35

Bureaucratic Costs

Front 36

When transaction costs are high, should you use formal or informal linkage mechanisms?

Back 36

Formal

Front 37

Who is the founder of the principle of legitimacy?

Back 37

Davis

Front 38

Who is the founder of the principle of public responsibility?

Back 38

Preston & Post

Front 39

Who is the founder of the principle of individual discretion?

Back 39

Carrol & Ackerman

Front 40

What are weaknesses of CSR?

Back 40

1. Moralism: CSR not effectively linked to business processes

2. Vagueness: how do you define CSR, how do you measure outcomes?

3. Fragmentation: Who is held responsible? All firms, single firm, or manager?

Front 41

People, groups or other organizations who have an interest, claim, or stake in an organization, in what it does, and in how it performs

Back 41

Stakeholders

Front 42

Rewards such as money, power, personal accomplishment, and organizational status

Back 42

Inducement

Front 43

The skills, knowledge, and expertise that organizations require of their members during task performance

Back 43

Contributions

Front 44

Provide examples of inside stakeholders.

Back 44

1. Shareholders

2. Managers

3. Workforce

Front 45

Provide examples of outside stakeholders.

Back 45

1. Customers
2. Suppliers
3. Government
4. Unions
5. Community
6. General Public

Front 46

The low end of the organization's commitment to social responsibility. Bottom rung managers doing things illegally.

Back 46

Obstructionist Approach

Front 47

An approach indicating a commitment to ethical behaviour

Back 47

Defensive Approach

Front 48

The acknowledgement of the need to support social responsibility

Back 48

Accommodative Approach

Front 49

An approach in which managers actively embrace the need to behave in socially responsible ways, go out of their way to learn about the needs of differnt stakeholder groups, and are willing to utilize organizational resources to promote the interests not only of shareholders, but of the other stakeholders

Back 49

Proactive Approach

Front 50

Informing an outside person or agency, such as a government agency or a newspaper or television reporter, about an organization's illegal or immoral behaviour.

Back 50

Whistle-Blowing

Front 51

What is the stakeholder theory?

Back 51

A company is responsible to its stakeholders.

If just key stakeholders (instrumental approach).

Front 52

Who argued against CSR by saying that organizations only responsibility was to adhere to the law and make a profit?

Back 52

Milton Friedman

Front 53

What is the difference between substantive agenda setting and affective agenda setting?

Back 53

Substantive: High volume coverage -> becomes more prominent in the public

Affective: Can use feeling and tone to change the public perception.

Front 54

What are the CSI/KLD measures?

Back 54

Community
Human Rights
Environment
Governance
Diversity
Employee Relations
Product

Front 55

If a stakeholder only has power; what are they?

Back 55

Dormant Stakeholder

Front 56

If a stakeholder only has Urgency; what are they?

Back 56

Demanding Stakeholder

Front 57

If a stakeholder only has Legitimacy; what are they?

Back 57

Discretionary Stakeholder

Front 58

If a stakeholder has power, urgency, and legitimacy; what are they?

Back 58

Definitive Stakeholder

Front 59

If a stakeholder has power and urgency; what are they?

Back 59

Dangerous Stakeholder

Front 60

If a stakeholder has power and legitimacy; what are they?

Back 60

Dominant Stakeholder

Front 61

If a stakeholder has legitimacy and urgency; what are they?

Back 61

Dependent Stakeholder

Front 62

What is the difference between the normative and instrumental approach to stakeholder management?

Back 62

Normative: Look out for ALL stakeholders

Instrumental: Look out for the stakeholders that CAN affect your organization

Front 63

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

Back 63

Authority

Front 64

What is the difference between inside and outside directors?

Back 64

Inside = hold office in the company's formal hierarchy

Outside = usually a professional director and only play that role in many different companies

Front 65

The system of hierarchical reporting relationships in an organization

Back 65

Chain of Command

Front 66

A classification of people according to authority and rank

Back 66

Hierarchy

Front 67

What are five characteristics of a CEO?

Back 67

1. The CEO is responsible for setting the organization's goals and designing its structure

2. The CEO selects key executives to occupy the top most levels of the managerial hierarchy.

3. The CEO determines top management's rewards and incentives

4. The CEO controls the allocation of scarce resources such as money and decision-making power among the business' functional and business divisions.

5. The CEO's actions and reputation have a major impact on inside and outside stakeholders' views of the organization and affect the org's ability to attract resources.

Front 68

What is the difference between a line role manager and a staff role manager?

Back 68

Line role: managers who have direct responsibility for the production of goods and services

Staff Role: Managers who are in charge of a specific organizational function such as sales or R&D.

Front 69

A problem determining the managerial accountability, which arises when delegating authority to managers.

Back 69

Agency Problem

Front 70

Describe the difference between Utilitarian, moral rights, and justice models of ethics

Back 70

1. Utilitarian: The decision that produces the greatest good for the greatest number of people

2. Moral Right:The decision that best protects the fundamental rights of individuals involved.

3. Justice Model: Decision that distributes good and harm in an equitable way.

Front 71

The process by which organizations move from their present state to some desired future state to increase their effectiveness

Back 71

Organizational Change

Front 72

What are the 4 targets of change in an organization?

Back 72

1. Human Resources
2. Functional Resources
3. Technological Capabilities
4. Organizational Capabilities

Front 73

What are the forces for change?

Back 73

1. Competitive Forces
2. Econ, Political, and Global Forces
3. Demographic and Social Forces
4. Ethical Forces

Front 74

What are different causes of resistance to change?

Back 74

1. Organizational Level
a) Power and Conflict
b) Functional Orientations
c) Mechanistic Structure
d) Culture

2. Group
a) Changing Norms
b) Friendships/Cohesiveness
c) Groupthink

3. Individual
a) Insecurity
b) Selective Perception
c) Habit

Front 75

A theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place

Back 75

Force-field Theory (Letwin)

Front 76

What is the difference between evolutionary and revolutionary change?

Back 76

Evolutionary: Gradual and incremental

Revolutionary: Sudden and drastic, organization wide.

Front 77

A theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness

Back 77

Sociotechnical Systems Theory

Front 78

A technique developed by W. Edwards Deming to continuously improve the effectiveness of flexible work teams.

Back 78

TQM

Front 79

Groups of workers who meet regularly to discuss the way work is performed in order to find new ways to increase performance

Back 79

Quality Circles

Front 80

Reasons for TQM failure

Back 80

1. Underestimate the commitment needed from everyone

2. Underestimate the length of time it takes

3. Rush to adopt change without considering fit.

Front 81

A group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process

Back 81

Flexible Work team

Front 82

What is the difference between Re-egineering, E-engineering and Restructuring?

Back 82

Re-engineering: Drastic redesign of an organization with a focus on the processes not the functions.

E-engineering: the use of information systems to improve efficiency.

Restructuring: the process by which managers change task and authority relationships and redesign structure and culture.

Front 83

A strategy for generating and acquiring knowledge that managers can use to define an organization's desired future state and to plan a change program that allows the organization to reach that state.

Back 83

Action Research

Front 84

What are the steps of action research?

Back 84

1. Diagnose the organization
2. Determine the desired future state

3. Implementing action
4. Evaluate the action

5. Institutionalize the action

Front 85

What are the steps within "implementing change"?

Back 85

1. Determine the org, group, individual impediments to change

2. Who will be responsible for change (external or internal agents)?

3. Determine the strategy (top-down or bottom-up)?

Front 86

What are techniques used for organizational development?

Back 86

1. Sensitivity Training: one-on-one counselling to show impact of actions and personality

2. Process Consultation: Manager consultation

3. Team Building

4. Org Mirroring: Two divisions provide an account of a situation and they both listen

5. Org Confrontation Meeting: All managers meet and hash it out.

Front 87

The development of new products & productions systems so organizations can better respond to the needs of customers

Back 87

Innovation

Front 88

The skills, tools, and experience used to design produce goods and services

Back 88

Technology

Front 89

A fundamental shift in technology that revolutionizes produtcs or the way they are produced

Back 89

Quantum technological change

Front 90

New products or operating systems that incorporate quantum technological changes

Back 90

Quantum Innovations

Front 91

Technological change that represents a refinement of some base technology

Back 91

Incremental Techno Change

Front 92

Anderson and Tushman came up with the following steps to describe the life of an innovation.

Back 92

1. Technological Discontinuity

2. Era of Ferment: Competition to come up with the dominant design of new technology.

3. Dominant Design.

4. Era of Incremental Change: Improvement on technology

5. Technological Discontinuity

Front 93

The Product Life Cycle

Back 93

1. Embryonic

2. Growth

3. Maturity

4. Decline

Front 94

Entrepreneurs inside an organization who are responsible for the success or failure of a product

Back 94

Intrapreneurs

Front 95

An idea that goes beyond the boundaries of an existing practice

Back 95

Creativity

Front 96

What is quantitative modelling?

Back 96

PERT/GANTT & Critical Path Method

Front 97

What is the stage-gate funnel process?

Back 97

Stage 1: All ideas are welcome

Gate 1: Only plans that fit the strategy of the organization move through

Stage 2: Detailed plans are developed.

Gate 2: Plans are reviewed and the best ones are chosen

Stage 3: Implementation

Front 98

What is the difference between a lightweight and a heavyweight leader?

Back 98

A heavyweight leader has authority, cross-functional perspective, ability to allocate resources

Lightweight leader typically does minor modifications to products.

Front 99

Special task force that integrates functions in one place to encourage innovation and rapid development

Back 99

Skunk works

Front 100

Describe the constraints of the following on a culture for innovation.

Back 100

Organizational Structure: Size and age of people/company

People: Groupthink

Property Rights: Successful R&D scientists need to

Front 101

The idea that organizations make similar decisions because it seems like the proper thing to do (legitimate) and ultimately institutions are born.

Back 101

Isomorphism

Front 102

External organizations can put _____ pressure on a company to impact change.

Back 102

Coercive

Front 103

When faced with uncertainty, they begin to act like other companies because of what kind of pressure

Back 103

Mimetic

Front 104

What are stages of a diffusion curve?

Back 104

1. Firms adopt for strategic reasons
2. Others adopt because of perceived legitimacy
3. Practice is legitimate after others join.

Front 105

What are different types of institutional imitation?

Back 105

Frequency: "A lot of other firms have done it"

Trait Based: "The prestigious firms have done it"

Outcome Based: "It has worked before"

Front 106

What is the Attribution theory for CSR?

Back 106

1. Admit to harmful act rather than denying it

2. Provide an account that shifts the blame

Front 107

CSR Reporting Trends:

Back 107

1. Increase larger in Canada than US

2. Highest participation in Japan

3. Highest participation in industries with a high level of environmental harm (auto, NREE)

Front 108

What is the role of a Project Manager?

Back 108

1. Motivate

2. Disrupt obstacles

3. Reduce roadblocks