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140 Cards in this Set
- Front
- Back
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Absolute power
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A source of competitive advantage grounded in the overall size and/or resources of an organization
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Accommodation
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Giving the other party in a conflict what they want without resistance; capitulation.
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Accountability
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responsibility for actions or decisions
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Acquisition
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the purchase of one company by another; the assets and liabilities of the seller are combined with those of the purchaser
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Activities
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specific, identified and interrelated business functions that organizations refine and share across business units in pursuit of competitive advantage. Organizations identify such activities within two major components of their value chains- primary value chain activities (inbound logistics, operations, outbound logistics, marketing and sales, and service) and support activities (procurement, technology development, human resource management and firm infrastructure).
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Adaptation
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- an organization’s adjustment to changes in its environment
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Adaptation function
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within the open system view, this is one of the key management functions. This function helps the organization to anticipate and adjust to needed changes
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Adaptive learning
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a form of learning that occurs when problem solvers adjust their behavior and work processes in response to changing events or trends. It does not change the underlying structure of the system. Single-loop learning promotes (...).
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Administrative conflict
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awareness by the involved parties that there are controversies about how task accomplishment will proceed.
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Adoption
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the decision to make use of an innovation
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Agenda setting
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the ongoing process within organizations through which organizational members identify important problems and search for innovations to address these problems
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Alliance problems vs. Symptoms
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this distinction highlights that there is often disagreement as to why alliances fail, and that this disagreement is often rooted in mistaking a root cause for a mere symptom
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Alliance process
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refers to the flow of activities in the life cycle of a strategic alliance
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Alliance risk
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the risk that the alliance will fail. Must be balanced against the expected rewards.
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Alliances
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informal, voluntary agreements among individuals or groups of similar or complimentary interests for purposes of achieving objectives
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Analyzer
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one of four business orientations identified in the Miles and Snow topology. Typically, an (...) seeks to maintain stable operations in some areas of business activity while searching for new opportunities, often following the lead of prospector organizations.
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Analyzing work
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breaking work into distinct tasks in the horizontal and vertical division of labor
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Approaches to Work Design
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the two primary ones are psychological and technical
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Arbitrator
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manager who intervenes in a dispute as a third party by taking control over the outcome but not the process of the dispute.
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Aspiration level
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a challenging but attainable outcome a negotiator would ideally like to achieve in the negotiation; target; goal.
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Assessment for design
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important stage in preparing to redesign an organization to identify strength and weaknesses in relation to the mission. It includes consideration of the mission, external environment, internal organization, culture, human resources and political processes.
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Attributes
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characteristics of a person or thing
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Attribution theory
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a theory that holds that a manager’s selection of a leadership style depends upon the way in which follower behavior is perceived and interpreted. Managers notice some things and are unaware of others; what is perceived is always filtered through a manager’s distinctive cognitive frame and reshaped by it.
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Authority
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- a source of power in organizations that is formally sanctioned, often expressed by the role or position of an individual within the organizational hierarchy.
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Avoidance
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a response to conflict that consists of ignoring it and taking no action to resolve it.
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Awareness
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the initial stage of the organizational change process in which individuals recognize that there is a discrepancy or gap between what the organization or work unit is currently doing and what it should or could be doing.
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Balancing feedback loops
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create dynamic complexity by counteracting or opposing whatever is happening in a system. A thermostat regulates room temperature through a...
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Bargaining zone
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in a negotiation, the set of agreements both parties prefer over impasse, found by determining the range of outcomes across which negotiators’ reservation prices overlap; if there is no overlap, the bargaining zone is negative
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Behavior and performance norms
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rules that standardize how people act at work on a day-to-day basis, and rules that standardize employee output by governing the amount and quality of work.
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Behavior modification
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- a technique for applying the concepts of reinforcement theory to modify employee behavior in organizations by providing rewards for desired behavior and sanctions for undesired behavior.
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Behavioral masking
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known as “free riding” or “social loafing”, occurs when individuals in large teams are able to maintain a sense of anonymity and gain from the work of the group without making a suitable contribution. When (...) occurs, a member of the team obtains the benefits of group membership but does not accept a proportional share of the costs of membership.
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Behavioral perspective
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a theoretical school of leadership focused on describing the behaviors of leaders (styles) and their differential effectiveness
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Benchmarking
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the process of establishing operating targets based on the leading performance standards for the industry
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Best alternative to a negotiated agreement (BATNA)
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what a negotiator will do if a negotiation ends in an impasse.
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Biological organisms
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one of the metaphors of health care organizations. It identifies health care organizations as biological organizations that must adapt to their environment in the process of birth, growth, decline and eventual death.
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Boundary spanning
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the management role that facilitates adaptation and change of the organization in response to changes in the external environment.
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Boundary spanning function
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another key function of the health care organization as a system. It focuses on the interface between the organization and its external environment.
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Brains
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the metaphor of organizations as (...) places emphasis on the importance of learning, intelligence, and information processing
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Building and maintenance roles
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social-emotional behaviors aimed at helping the interpersonal functioning of the team. These behaviors are necessary to keep group members feeling good about the team and interacting effectively with one another.
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Bureaucratic organization
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an organization structured on bureaucratic principles with clear roles, lines of authority and accountability, procedures, rules and policies for how work is performed and several levels in the hierarchy
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Bureaucratic theory
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classical (...) is consistent with the closed system approach to organizations. Building on five key characteristics, the bureaucratic organizational form can achieve technical superiority under certain stable conditions.
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Buyer threats
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(...)depend on the market structure, environmental changes and the relative competitive advantages of buyers and rivals.
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Centralization and decentralization
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(...) occurs when decision-making is concentrated at the top of the organization. (...) occurs when decision-making is delegated or decentralized to lower levels in the organization.
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Change
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any modification in organizational composition, structure or behavior- new or not new to the organization. It is a broad concept. Innovation implies (...), but not all (...) involves innovation.
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Charismatic leadership
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a social relationship between a leader and followers in which the leader presents a revolutionary idea or transcendent image. The follower accepts this course of action not because of its rational likelihood of success, but because of an emotional attachment to the extraordinary qualities of the leader.
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Clinical care system(s)/Management role(s)
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business processes within the health care organization designed to assure appropriate, safe, effective and efficient patient care to clinically similar patient populations. Management roles involve managing clinical care system-oriented business processes.
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Clinical guidelines or protocols
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whereas critical pathways standardize the treatment approach for a given clinical condition, (...) standardize the decision process for adopting a treatment approach. (...) address the appropriateness of care by specifying the indications for either tests or treatments. Various government agencies and professional associations are involved in the development of guidelines.
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Clinical mentality
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the cognitive frame of clinicians (e.g. physician or nurse) developed through professional education and experience. Clinicians are thought to have a mentality that differs from managers.
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Clinical Microsystem
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- a group of clinicians and staff working together with a shared clinical purpose to provide care for a population of patients.
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Closed system
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this view assumes that at least parts of an organization can be sealed off from the external environment. The need for predictability, order and efficiency is consistent with a (...) view of an organization. Contrasts with open systems view.
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Coalitions
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Alliances
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Code of ethics
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a formal set of principles and guidelines that are used in an organization as the basis for defining the boundaries between good and unethical (not always illegal) business practice. These principles and guidelines are visible and made known to all within the organization, as well as external stakeholders.
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Collective innovations
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innovations that require the active, coordinated use of multiple members of the organization or social network in order to return benefits 9e.g. electronic medical records or computerized physicians order entry systems).
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Collectivist-democratic organization
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authority lies with the collective. There is no identifiable manager or hierarchy, and decision making is by consensus
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Combinatorial complexity
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also known as detail complexity, it arises from the number of constituent elements of a system or the number of interrelationships that might exist among them.
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Communication
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- the creation or exchange of understanding between sender and receiver. Effective (...) plays a vital role in both programming and feedback coordinating mechanisms.
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Communication channels
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channels or methods of communication that are the means by which messages are transmitted. Channels include face-to-face or telephone conversations involving individuals and/or groups of senders and receivers, email, facsimile messages, letters, memos, policy statements, operating room schedules, reports, electronic message boards, web pages, video teleconferences, newspapers, televison and radio commercial spots and newsletters for internal or external distribution.
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Communication networks
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patterns of downward, upward, horizontal and diagonal communication flows within organizations combined; which are communicators interconnected by communication channels. The common networks are chain, Y, wheel, circle and all-channel.
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Communication structure
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network that develops in teams that allows members to exchange information. The speed and accuracy of the team communication are determined by this structure.
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Comunity-care networks
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an integrated system of medical care, public health and human service organizations that is formed to: 1) serve a common population defined at the community level, 2) provide consistent and coordinated access to services across care settings and along the cotinuum of care, 3)implement mechanisms to ensure accountability to patients and to the general public, 4)manage the delivery of services within the context of fixed financial resources,such as through risk-adjusted capitation payments or global budgets; and 5)pursue the objective of imprving community health status of enrolled populations.
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Company-level strategy
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term used to differentiate the overall strategy of an organization from that pursued within local markets or for distincts business units.
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Compatibility
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an attribute of innovations that refers to the degree to which the innovation is consistent, with the values, beliefs, history and current practices of the potential users
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Compatible issues
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issues for which negotiating parties have the same preferences
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Competition
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parallel striving by multiple parties toward a goal that all parties cannot reach simultaneously
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Competitive advantage
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the characteristics of a firm that enable it to outperform its rivals; could be called "key success factors" as well
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Complexity
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an attribute of innovations that refers to the degree to which organizational members perceive the innovation as difficult to understand or use
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Complex adaptive systems
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are comprised of people and activities that mutually influence each other in complex ways with often unpredictable outcomes. Elements of the system coevolve as they move forward together and interact over time.
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Concentration
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an expression that characterizes the degree to which a small number of competitor control a market (by capturing market shares)
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Conceptual/Mental/System models
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schematic depiction of the working (or operation) of more complicated systems. Used as a heuristic to assist managers in problem formulation/resolution and in developing and executing plans and actions
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Conceptual skills
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the ability to form ideas, schemes, or methods in the managerial mind from experiences and/or creative thought.
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Conflict
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occurs when a concern of one party is frustrated, or is perceived to be frustrated by another party.
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Confrontation meeting
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brings together a large segment of the organization for problem identification and action planning in the event of an inmediate threat or a need for rapid action in order to provide direction in a short time period
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Consideration
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the extent a manager exhibits concern for the welfare of his group, stresses the importance of job satisfaction, expresses appreciation and seeks imput from subordinates on major decisions.
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Consolidation
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pattern of competitors combining, usually through merger and acquisition, into larger and larger organizational arrangements.
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Contingency perspective
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a theoretical school that holds that the most effective leadership style is dependent upon a series of contingencies; the most important being: characteristics of the leader (his/her preferences and competencies), characteristics of followers (their level of maturity and motivation) and the nature of the situation in which leader and follower interact (time).
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Contingency theory
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posits that the selection of the most appropriate form of organization is dependent upon the particular circumstances of the environment in which the organization operates. (...) theorists do not advocate an either/or approach but rather see the process as a continuum from more or less bureaucratic (mechanistic) to more or less organic forms.
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Contingency view of coordination
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recognizes that organizations typically use some combination of various coordination mechanisms, but that a particular mechanism or combination of mechanisms will achieve different levels of success depending on characteristics of specific situations. A contingency approach to intraorganizational coordination requires that managers match the most approapriate coordination mechanism(s) to a given situation.
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Continuing education
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provides health care personnel with the knowledge required to keep themselves and their organizations aware of new technology and service delivery programs.
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Continuous improvement
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Commitment to quality is a hallmark of succesful organization. Recognizing the centrality of quality not only internally but also in terms of the perceptions and expectations of key external constituencies and stakeholders is leading health care organizations toward the principles of CQI and total quality management (TQM)
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Continous quality improvement (CQI)
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a participative, systematic approach to planning and implementing a continuous organizational improvement process.
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Control of information
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a situation in which an individual or group within the organization has sole authority over or access to key business information (financial, marketing, quality), thus providing that individual or group with a degree of power.
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Cooptation
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attempts to gain the support of a political faction by appointing influencial members to legitimate roles (special commitees, task forces, board of trustees) in a context supportive of the organization.
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Coordinating mechanisms
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mechanisms for managing the interconnectedness of work
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Declining market
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a market in which there is an absolute decline in growth during a sustained period of time.
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Design preparation
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the activities preceding organizational design including assesment for design
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Design process
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process of rethinking how authority, responsibility and accountability should be distributed in an organization
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Designing individual jobs
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can be done with an eye to motivation, skill requirements or information flow.
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Differentiation
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refers to the ability of an organization to create products and services that are different from its competitors
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Direct work
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effort that directly contributes to the accomplishment of an organization's goals
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Efficiency
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defined as the cost per unit of output
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Effectiveness
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in organizations is the degree to which organizational goals and onjectives are succesfully met
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Dynamic complexity
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a form of complexity that arises from the operation of feedback loops
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Entrant threats
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threats that new competitors will enter the market, where entry is dependent on the height of entry barriers
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Entry barriers
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technological, economic, regulatory, constitutional, and other factors that inhibit firms from engaging in new businesses or entering new markets
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Environmental assessment
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assessment of the main factors in the external environment that influence how the organization can operate
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Execution skills
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performance skills required to achieve organizational accountability expectations, including strategic goals and objectives
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Follower
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a person who carries out the directions from a leader
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Four-firm ratio
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the sum of shares of the top four firms in the market, defined by theirrelative market shares; this is an indicator of market concentration
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Health networks
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strategic alliances that are contractual arrangements among hospitals, physicians and other health service organizations
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Horizontal division of labor
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dividing work into tasks to be completed by different people at the same level of the organization
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Hospitalist
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specialist in internal medicine responsible for managing the care of hospitalized patients
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Identification
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the second stage of the change process that involves an attempt to address the discrepancies or performance gap identified in the awareness stage
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Inquisitor
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manager who intervenes in a dispute as a third party by taking control over both the process and the outcome of the dispute
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Institutionalization
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stage of the change process in which change is integrated into the ongoing activities of the organization
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Integration
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structures and processes that tie the various units of an organization together so as to increase coordination and collaboration
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Internal environment
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the conditions within an organization, including culture, stakeholder relationships, structures and processes.
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Interorganization relations
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an organization's formal and informal relationships with other firms and regulatory agencies
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Interpersonal conflict
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conflict between two or more individuals
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Intragroup conflict
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conflict among members of the same group
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Intrapersonal conflict
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conflict within one person who is attempting to choose among multiple options in making decisions
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Leadership
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providing direction in group activities and influencing others to achieve common goals
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Leadership role
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one of the roles of a manager; intentionally influencing individuals and groups in order to accomplish a goal
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Machines
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another metaphor for health services organizations that emphasizes bureaucratic traits
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Management work
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decision making about the organizational context within which work is performed
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Managerial accountability
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responsibility for achieving organizational/strategic goals and objectives
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Managerial competencies
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specific skills or abilities such as financial, marketing, change management and performance assessment
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Coordination
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A means of dealing with interdependencies by effectively linking together the various parts of an organization or by linking together two or more organizations pursuing a common goal. This conscious activity is aimed at achieving unity and harmony of effort in pursuit of shared objectives within an organization or among organizations participating in a multiorganizational arrangement of some kind.
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Cope with Uncertainties
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A source of power for individuals and groups by virtue of their ability to handle nonroutine and unpredictable factors that influence the day-to-day operations and strategies of an organization (see uncertainty).
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Corporate Strategy
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Those key concepts and ideas that relate to the selection, financing, and integration of business units and/or markets for the purpose of gaining and sustaining competitive advantage for the organization as a whole.
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Cost-Effectiveness
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Is a composite measure that takes into account the degree of goal attainment and the costs to achieve them. To compare the overall cost-effectiveness of a set of alternative strategies, a common unit of measurement, such as cost per life saved, is used to summarize the likelihood and benefits and costs of achieving all possible outcomes under each strategy.
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Costs of Coordination, Compromise, and Inflexibility
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These are costs commonly incurred when organizations engage collaboratively in strategic activities with other businesses. They include the costs of having to coordinate with partners (communicating, boundary spanning, operating complex committee structures. Etc.). compromise with partners (give and take to resolve disagreements), and inflexibility (constraints to strategic action because of established commitments to business partners).
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Cost Reduction vs. Revenue Enhancement
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This distinction highlights that the strategic intent behind alliances may differ on fundamental dimensions, such as cost versus value, and that such differences imply different bases for evaluating the success of an alliance.
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Countervailing Power
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A strategy whereby buyers (or sellers) seek to increase their competitive advantage relative to sellers (or buyers), usually by use of power strategies to counteract the power of the other.
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Critical Pathways
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Also known as clinical pathways, care maps, and critical paths, critical pathways arc plans for managing patient care that display goal for patients and provide the corresponding ideal sequence and timing of staff actions to achieve the goals with optimal efficiency. Thus, for a given diagnosis or condition, a critical pathway specificies the work activities in advance
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Cultural Assessment
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The assessment of an organization’s culture through questions such as, “What is it like to work here?” Indications of culture can be derived from employees’ favorite stories about heroes, traditions, and language used. Organizations may be multicultural and have strong or weak culture
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Decision Making
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Decision making is a process by which teams attempt to apply all available information to the problem at hand so as to make correct decisions. Some of the problems that prevent good decision making are free riders, polarization, and groupthink.
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Defender
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One of four business orientations identified in the Miles and Snow typology. Typically, a defender is an organization that relies on established approaches towards growth and seldom makes adjustments to existing, proven strategies.
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Delphi Technique
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a structured group decision-making method that elicits group members’ opinions prior to judgments about those opinions. Through this technique, alternative ideas get to the table and are objectively debated by the team members, thereby decreasing the chance of groupthink.
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Dependency Relationships
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Relationships in which an individual or group of individuals depends upon another individual or group of individual within an organization. This situation describes an unequal relationship where one party to the relationship has political, economic, or social authority and resources, which the other party lacks and needs to function in their everyday work and job.
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Design Outcome
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is the organization chart produced at the end of the design process that represents who has authority to make which decisions. It is usually transitory because of changes in the external and internal environments
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Designing Work Groups to Address Coordination Needs
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Coordination is simplified when interconnected tasks are assigned to member of a single work group.
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Diffusion
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A passive process in which a growing body of information about an intervention, product, or technology is initially absorbed I and acted upon by a small body of highly motivated recipients.
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Disintermediation
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A process in which individuals have direct public access to the relevant information previously the province of a limited few professionals.
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Direct Supervision
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A way of coordinating work that occurs when someone takes responsibility for the work of others, including issuing them instructions and monitoring their actions. Direct supervision entails some form of hierarchy within the organization.
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Dissemination
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An active process where special efforts are made to ensure that intended users become aware of, receive, accept, and use an innovation
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Distributive Dimension of Negotiation
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The dimension along which any gain to one partv necessarily corresponds to an equivalent loss for another party; the negotiated outcome stated in terms of the relative distribution among the individual parties of the resources being negotiated.
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Diversity Training
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Provides individuals with new experiences and data to disconfirm old belief structures and replace them with fairer judgments regarding gender, ethnicity, race, or sexual orientation.
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Divisional Design
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The organization is divided into several operating units, and decision making is decentralized to these units.
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Double-Loop Learning
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A complex form of learning whereby problem solvers attempt to close the gap between desired and actual states of affairs by questioning and modifying those organization’s policies, plans, values, and rules that frame organizational problems and guide organizational action. Double loop learning promotes generative learning.
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Dual-Advantages Strategy
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The simultaneous pursuit of both high differentiation and low-cost positions, which, while not easy to attain, would produce for highly sustainable levels of competitive advantage.This is a hybrid position, as compared to the so-called “generic” positions of low cost or high differentiation.
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