Test 3 Vocab

Front 1

the act of allowing an individual or team the right and flexibility to make decisions and initiate action

Back 1

Empowerment- the act of allowing an individual or team the right and flexibility to make decisions and initiate action. Chapter 10

Front 2

detailed statements of the means or activities that’ll be used by a company to achieve short-term objectives and establish competitive advantage

Back 2

Functional tactics-detailed statements of the means or activities that’ll be used by a company to achieve short-term objectives and establish competitive advantage. Chapter 10

Front 3

a form of executive compensation where compensation is deferred(either a restricted stock plan or bonus income deferred in a serious annual installments)

Back 3

Golden handcuffs- a form of executive compensation where compensation is deferred(either a restricted stock plan or bonus income deferred in a serious annual installments) Chapter 10

Front 4

a form of bonus compensation that guarantees a substantial cash payment at the executive quits, is fired, or simply retires.

Back 4

Golden parachute- a form of bonus compensation that guarantees a substantial cash payment at the executive quits, is fired, or simply retires. Chapter 10

Front 5

innovation timeout policy refers to what is usually an official company guideline, or policy, establishing in amount of time during each workweek an employee or specific type employees can at their choice set aside from the regular assignment to work on innovative, new ideas they are thinking about.

Back 5

Innovation timeout policy- innovation timeout policy refers to what is usually an official company guideline, or policy, establishing in amount of time during each workweek an employee or specific type employees can at their choice set aside from the regular assignment to work on innovative, new ideas they are thinking about. Chapter 10

Front 6

obtaining work previously done by employees inside the companies from sources outside the company.

Back 6

Outsourcing- obtaining work previously done by employees inside the companies from sources outside the company. Chapter 10

Front 7

broad, precedent setting decisions that guide or substitute for repetitive or time sensitive managerial decision making.

Back 7

Policies- broad, precedent setting decisions that guide or substitute for repetitive or time sensitive managerial decision making. Chapter 10

Front 8

stock given to an employee who is prohibited or restricted from selling the stock for a certain time period and not at all if they leave the company before that time.

Back 8

Restricted stock- stock given to an employee who is prohibited or restricted from selling the stock for a certain time period and not at all if they leave the company before that time. Chapter 10

Front 9

measurable outcomes achievable or intended to be achieved in one year or less.

Back 9

Short-term objective-measurable outcomes achievable or intended to be achieved in one year or less. Chapter 10

Front 10

refers to the area of computer science that is concerned with the intersection of social behavior and computation systems. It’s typically first two software that contributes to compelling and effective social interactions.

Back 10

Social computing-refers to the area of computer science that is concerned with the intersection of social behavior and computation systems. It’s typically first two software that contributes to compelling and effective social interactions. Chapter 10

Front 11

social computing guidelines are set of norms and shared rules designed to guide behavior went involved in social computing activities, like blogs, social websites, etc.

Back 11

Social computing guidelines- social computing guidelines are set of norms and shared rules designed to guide behavior went involved in social computing activities, like blogs, social websites, etc. Chapter 10

Front 12

the right, or option to purchase company stuck at a fixed price at some future date.

Back 12

Stock options- the right, or option to purchase company stuck at a fixed price at some future date. Chapter 10

Front 13

Agile organization- a firm that identifies a set of business capabilities essential to high profitability operations and then build a virtual organization around this capabilities.

Back 13

Agile organization- a firm that identifies a set of business capabilities essential to high profitability operations and then build a virtual organization around this capabilities.. Chapter 11

Front 14

organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly are the key reasons for an organization. Managers become knowledge newts through which intricate networks of personal relationships-inside and outside the formal organization-I constantly, and often informally, coordinated to bring together relevant no hell and successful action

Back 14

Ambidextrous organization- organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly are the key reasons for an organization. Managers become knowledge newts through which intricate networks of personal relationships-inside and outside the formal organization-I constantly, and often informally, coordinated to bring together relevant no hell and successful action. Chapter 11

Front 15

organizational structure that allows people to interface with others throughout the organization without need to wait for a hierarchy to regulate the interface across functional, business and geographic boundaries.

Back 15

Boundless organization-organizational structure that allows people to interface with others throughout the organization without need to wait for a hierarchy to regulate the interface across functional, business and geographic boundaries.. Chapter 11

Front 16

having an outside company manage numerous routine Business management activities previously done by employees inside the company such as HR, supply procurement, finance and accounting, customer care, supply chain logistics, engineering, R&D, sales and marketing, facilities management, and management/development.

Back 16

Business process outsourcing- having an outside company manage numerous routine Business management activities previously done by employees inside the company such as HR, supply procurement, finance and accounting, customer care, supply chain logistics, engineering, R&D, sales and marketing, facilities management, and management/development.. Chapter 11

Front 17

a customer centric restructuring approach. Involves fundamental rethinking and radical redesigning of the business processes that a company can best create value for the customer by limiting barriers that create distance between employees and customers.

Back 17

Business process reengineering- a customer centric restructuring approach. Involves fundamental rethinking and radical redesigning of the business processes that a company can best create value for the customer by limiting barriers that create distance between employees and customers.. Chapter 11

Front 18

corporate lettuce is a model of how work, careers and communication get done in 21st-century organizations up, down and across organizational levels and positions versus a corporate ladder tradition that use work, careers and communication has predominantly hierarchical driven.

Back 18

Corporate lattice- corporate lettuce is a model of how work, careers and communication get done in 21st-century organizations up, down and across organizational levels and positions versus a corporate ladder tradition that use work, careers and communication has predominantly hierarchical driven.. Chapter 11

Front 19

structure in which a set of relatively I taught a mess units, or divisions, are governed by a central corporate office but where each operating division has its own functional specialist to provide products or services different from those other divisions

Back 19

Divisional organizational structure- structure in which a set of relatively I taught a mess units, or divisions, are governed by a central corporate office but where each operating division has its own functional specialist to provide products or services different from those other divisions. Chapter 11

Front 20

eliminating the number of employees, particular middle management, and a company.

Back 20

Downsizing- eliminating the number of employees, particular middle management, and a company.. Chapter 11

Front 21

formal and informal rules, locations, and protocol the separate and/or dictate the interaction between members of an organization and those outside the organization-customers, suppliers, partners, regulators, associations, and even competitors

Back 21

External interface boundaries- formal and informal rules, locations, and protocol the separate and/or dictate the interaction between members of an organization and those outside the organization-customers, suppliers, partners, regulators, associations, and even competitors. Chapter 11

Front 22

structure in which tasks, people, and technologies necessary to do the work of the business are divided into separate functional groups with an increasingly formal procedures for coordinating and integrating their activities to provide the businesses products and services.

Back 22

Functional organizational structure –structure in which tasks, people, and technologies necessary to do the work of the business are divided into separate functional groups with an increasingly formal procedures for coordinating and integrating their activities to provide the businesses products and services.. Chapter 11

Front 23

limitations on interaction in contact between people and a company based on being a different physical locations domestically and globally.

Back 23

Geographic boundaries- limitations on interaction in contact between people and a company based on being a different physical locations domestically and globally.. Chapter 11

Front 24

structure in which the corporate entity is a broad collection of often unrelated businesses and division such that acts as a financial overseer holding the ownership interest in the various parts of the company that has little direct managerial involvement

Back 24

Holding company structure- structure in which the corporate entity is a broad collection of often unrelated businesses and division such that acts as a financial overseer holding the ownership interest in the various parts of the company that has little direct managerial involvement. Chapter 11

Front 25

rules of communication, access, and a protocol for dealing with different departments are functions or processes within an organization.

Back 25

Horizontal boundaries- rules of communication, access, and a protocol for dealing with different departments are functions or processes within an organization.. Chapter 11

Front 26

metaphor used to describe the reality of the nature and structure of work in organizations today- a three dimensional structure extending vertically, horizontally, and diagonally whereby people communicate and work with others anywhere, anytime, To the right answers, ideas, form teams, and solve problems.

Back 26

Lattice- metaphor used to describe the reality of the nature and structure of work in organizations today- a three dimensional structure extending vertically, horizontally, and diagonally whereby people communicate and work with others anywhere, anytime, To the right answers, ideas, form teams, and solve problems.. Chapter 11

Front 27

Organization structure around the idea that it should be set up to enable learning, to share knowledge, to seek knowledge, and to create opportunities to create new knowledge. It would move into new markets to learn about those markets rather than simply to brand to hit, or find resources to exploit in it.

Back 27

Learning organization- Organization structure around the idea that it should be set up to enable learning, to share knowledge, to seek knowledge, and to create opportunities to create new knowledge. It would move into new markets to learn about those markets rather than simply to brand to hit, or find resources to exploit in it.. Chapter 11

Front 28

the metric organization as a structure in which functional and staff personnel are assigned to both a basic functional area into a project or product manager it Provide still channels of authority, performance responsibility, evaluation and control.

Back 28

Matrix organizational structure- the metric organization as a structure in which functional and staff personnel are assigned to both a basic functional area into a project or product manager it Provide still channels of authority, performance responsibility, evaluation and control.. Chapter 11

Front 29

an organization structured via outsourcing where the organization’s final product or service is based on the combination of several companies self-contained skills and business capabilities

Back 29

Modular organization- an organization structured via outsourcing where the organization’s final product or service is based on the combination of several companies self-contained skills and business capabilities. Chapter 11

Front 30

refers to the formalized arrangements interaction between and responsibility for the test, people, and resources in an organization.

Back 30

Organizational structure- refers to the formalized arrangements interaction between and responsibility for the test, people, and resources in an organization.. Chapter 11

Front 31

attaining work previously done by employees inside the companies from sources outside the company.

Back 31

Outsourcing- attaining work previously done by employees inside the companies from sources outside the company.. Chapter 11

Front 32

assign functional managers and specialists for new product, project, or process team that is empowered to make major decisions about their product. Team members are sign permanently in most cases

Back 32

Product team structure- assign functional managers and specialists for new product, project, or process team that is empowered to make major decisions about their product. Team members are sign permanently in most cases. Chapter 11

Front 33

redesigning an organizational structure with the intent of emphasizing and enabling activities most critical to the firm strategy to function at maximum effectiveness.

Back 33

Restructuring- redesigning an organizational structure with the intent of emphasizing and enabling activities most critical to the firm strategy to function at maximum effectiveness.. Chapter 11

Front 34

allowing court groups or work teams to supervise and administer their work as a group or team without a direct supervisor exercising supervisory role. These teams set parameters of their work, make decisions about work related matters, and perform most of the managerial functions previously done by their direct supervisor

Back 34

Self-management- allowing court groups or work teams to supervise and administer their work as a group or team without a direct supervisor exercising supervisory role. These teams set parameters of their work, make decisions about work related matters, and perform most of the managerial functions previously done by their direct supervisor. Chapter 11

Front 35

structure in which there is an owner and a few employees and where the arrangement of task, responsibilities, and communication is highly informal and accomplish through direct supervision.

Back 35

Simple organizational structure- structure in which there is an owner and a few employees and where the arrangement of task, responsibilities, and communication is highly informal and accomplish through direct supervision.. Chapter 11

Front 36

alliances of suppliers, partners, contractors and other providers that allow partners in the alliance to focus on what they do best, find out everything else and quickly provide value to the customer

Back 36

Strategic alliances- alliances of suppliers, partners, contractors and other providers that allow partners in the alliance to focus on what they do best, find out everything else and quickly provide value to the customer. Chapter 11

Front 37

an adaptation of the divisional structure in which various divisions or parts of divisions are grouped together based on some common strategic elements, usually link to listing product/market differences

Back 37

Strategic business unit- an adaptation of the divisional structure in which various divisions or parts of divisions are grouped together based on some common strategic elements, usually link to listing product/market differences. Chapter 11

Front 38

limitations on interaction, contact in access between operations and management personnel; between different levels of management; and between different organizational parts like corporate versus divisional units.

Back 38

Vertical boundaries- limitations on interaction, contact in access between operations and management personnel; between different levels of management; and between different organizational parts like corporate versus divisional units.. Chapter 11

Front 39

a temporary network of independent companies--suppliers, customers, contractors, and even competitors--linked primary by information technology to share skills, access to markets and cost

Back 39

Virtual organization- a temporary network of independent companies--suppliers, customers, contractors, and even competitors--linked primary by information technology to share skills, access to markets and cost. Chapter 11

Front 40

the person basis for differentiating right from wrong.

Back 40

Ethical standards- the person basis for differentiating right from wrong.. Chapter 12

Front 41

the ability to direct and influence others because they it for you based on your expertise or specialized knowledge that is related to the task, undertaking, or assignment in which they are involved.

Back 41

Expert influence- the ability to direct and influence others because they it for you based on your expertise or specialized knowledge that is related to the task, undertaking, or assignment in which they are involved.. Chapter 12

Front 42

the ability to influence others based on your access to information and your control of dissemination of information that is important to subordinates and Heathers yet not otherwise easily obtained.

Back 42

Information power- the ability to influence others based on your access to information and your control of dissemination of information that is important to subordinates and Heathers yet not otherwise easily obtained.. Chapter 12

Front 43

the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers employed.

Back 43

Leadership development- the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers employed.. Chapter 12

Front 44

and articulation of a simple criterion for characterization of what a leader sees the company must become an order to establish and sustain global leadership.

Back 44

Leaders vision- and articulation of a simple criterion for characterization of what a leader sees the company must become an order to establish and sustain global leadership.. Chapter 12

Front 45

this set of important assumptions and believes that members of an organization sharing common.

Back 45

Organizational culture- this set of important assumptions and believes that members of an organization sharing common.. Chapter 12

Front 46

the process and practice by key executives of guiding and shepherding people and organization toward a vision over time and developing that organization's future leadership and organizational culture.

Back 46

Organizational leadership-the process and practice by key executives of guiding and shepherding people and organization toward a vision over time and developing that organization's future leadership and organizational culture.. Chapter 12

Front 47

a highly motivated sense of commitment to what you do and want to do.

Back 47

Passion (of a leader)- a highly motivated sense of commitment to what you do and want to do.. Chapter 12

Front 48

the ability to influence individual behavior in line members of a group based on a group norms, a group sense of what is the right thing or right way of doing things, and I need to be valued and accepted by the group.

Back 48

Peer influence- the ability to influence individual behavior in line members of a group based on a group norms, a group sense of what is the right thing or right way of doing things, and I need to be valued and accepted by the group.. Chapter 12

Front 49

the capacity to see a commitment through to the completion long after most people would’ve stopped trying.

Back 49

Perseverance- the capacity to see a commitment through to the completion long after most people would’ve stopped trying.. Chapter 12

Front 50

the ability and right to influence and direct others based on the power associated with your formal position in their organization.

Back 50

Position power- the ability and right to influence and direct others based on the power associated with your formal position in their organization.. Chapter 12

Front 51

a leader’s fundamental personal standards that guide her sense of honesty, integrity, and ethical behavior

Back 51

Principals(of a leader)- a leader’s fundamental personal standards that guide her sense of honesty, integrity, and ethical behavior. Chapter 12

Front 52

ability to direct pants on others based on your ability to coerce and deliver punishment for mistakes or undesired actions by others, particular subordinates

Back 52

Punitive power- ability to direct pants on others based on your ability to coerce and deliver punishment for mistakes or undesired actions by others, particular subordinates. Chapter 12

Front 53

the ability to influence others derived from their strong desire to be associated with you, usually because they admire you, gain your prestige or a sense of purpose by that association, or believe in your motivations.

Back 53

Referent influence- the ability to influence others derived from their strong desire to be associated with you, usually because they admire you, gain your prestige or a sense of purpose by that association, or believe in your motivations.. Chapter 12

Front 54

the ability to influence and direct others that comes from being able to confirm rewards in return for desired actions or outcomes.

Back 54

Reward power- the ability to influence and direct others that comes from being able to confirm rewards in return for desired actions or outcomes.. Chapter 12

Front 55

weirs clear sense of where they want to leave the company and what results they expect to achieve.

Back 55

Strategic intent- weirs clear sense of where they want to leave the company and what results they expect to achieve.. Chapter 12

Front 56

a management control system that enables companies to clarify their strategies, translate them into action, And provide quantitative feedback as to whether the strategy is creating value, leveraging core competencies, satisfying the company's customers, and generating a financial reward to its shareholders.

Back 56

Balance scorecard- a management control system that enables companies to clarify their strategies, translate them into action, And provide quantitative feedback as to whether the strategy is creating value, leveraging core competencies, satisfying the company's customers, and generating a financial reward to its shareholders.. Chapter 13

Front 57

a user interface that organizes and presents information from multiple digital sources simultaneously and a user design format on the computer screen.

Back 57

Dashboard-a user interface that organizes and presents information from multiple digital sources simultaneously and a user design format on the computer screen.. Chapter 13

Front 58

management efforts designed to assess whether their overall strategy should be changed in light of results associated with the incremental actions that implement an overall strategy. These are usually associated with specific strategic thrust or projects and with predetermined file stamped reviews.

Back 58

Implementation control- management efforts designed to assess whether their overall strategy should be changed in light of results associated with the incremental actions that implement an overall strategy. These are usually associated with specific strategic thrust or projects and with predetermined file stamped reviews.. Chapter 13

Front 59

points in time, or at the completion of major parts of a bigger strategy, our managers have predetermined they will undertake a go-no go type of preview regarding the underlying strategy associated with the bigger strategy

Back 59

Milestone reviews- points in time, or at the completion of major parts of a bigger strategy, our managers have predetermined they will undertake a go-no go type of preview regarding the underlying strategy associated with the bigger strategy. Chapter 13

Front 60

management processes systematically continuously checking to determine whether premises upon which the strategy is based are still valid.

Back 60

Premise control- management processes systematically continuously checking to determine whether premises upon which the strategy is based are still valid.. Chapter 13

Front 61

management actions undertaken to thoroughly common and often very rapidly, reconsider a firm strategy because of a sudden, unexpected event.

Back 61

Special alert control- management actions undertaken to thoroughly common and often very rapidly, reconsider a firm strategy because of a sudden, unexpected event.. Chapter 13

Front 62

management efforts to track a strategy as it is being implemented, detect problems work changes in its underlying premises, and make necessary adjustments.

Back 62

Strategic control- management efforts to track a strategy as it is being implemented, detect problems work changes in its underlying premises, and make necessary adjustments.. Chapter 13

Front 63

management efforts to monitor a broad range of events inside and more often outside the firm that are likely to affect the course average strategy overtime.

Back 63

Strategic surveillance- management efforts to monitor a broad range of events inside and more often outside the firm that are likely to affect the course average strategy overtime.. Chapter 13

Front 64

specific efforts that are early steps and executing hey broader strategy, usually involving significant resource commitments yet where predetermined feedback will help management determine whether continuing to pursue this strategy is appropriate or other needs adjustment or major change.

Back 64

Strategic thrust or projects- specific efforts that are early steps and executing hey broader strategy, usually involving significant resource commitments yet where predetermined feedback will help management determine whether continuing to pursue this strategy is appropriate or other needs adjustment or major change.. Chapter 13