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36 Cards in this Set
- Front
- Back
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VALUE CHAIN
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Begins with raw materials and ends with DELIVERY OF GOODS OR SERVICE with additional value created at each step
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MEASURE OF EFFECTIVE VALUE CHAIN
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PROFIT MARGINS are increased
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INDUSTRY & MARKET ANALYSIS
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Step 2 of Strategic Planning Process : ANALYSIS OF EXTERNAL OPPU\OPPORTUNITIES AND THREATS
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SWOT--
STRENGTH--WHAT ARE? WEAKNESS OPPORTUNITIES THREATS |
skilled management
positive cash flow well-known brands |
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CORE COMPETENCE
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SKILLS / EXPERTISE / KNOWLEDGE that give a company an edge over competitors
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SUPPLIERS
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They can affect manufacturing time, product quality and inventory levels.
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DIFFERENTIATION STRATEGY
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When a company offers a UNIQUE product or service along some dimension that customers value
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VERTICAL INTEGRATION
Ex: Happy Inc buys BCD cable network |
The acquisition or development of new businesses that produce parts or components of the organization's Product
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STRATEGIC VISION
Ex: best service in town(mission) to best service in U.S. by franchising(vision) |
The LONG-TERM direction and strategic intent of a company
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1st step of ORGANIZATIONAL STRATEGIC PLANNING
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developing a strategic
MISSION (basic purpose and scope of operations) VISION (long-term direction of company) GOALS |
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SIX SIGMA
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the introduction of statistical tools to analyze the causes of product defects
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REENGINEERING
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revolutionize key organizational systems and processes
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SIX SIGMA
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less than 3.4 defects or mistakes per million (99.99966 okay)
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Last Step of Deming's 14 points of quality
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TAke action to accomplish the transformation
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QUALITY ASSURANCE
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process checklists and project audits
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INTERNAL QUALITY AUDIT
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measures effectiveness of an organization's quality management systems.
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ISO 9000 vs. Six Sigma
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Six Sigma deals in lowering variations in standardized products and procedures. ISO 9000 -- a certification model that allows other companies to feel comfortable in using your service or product.
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CRM (CUSTOMER RELATIONSHIP MANAGEMENT)
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process that focuses on creating 2-way exchanges with customers to foster all aspects of interaction a company has with its customers
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DR. OHMAE : Sustained competitive advantage
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What a company can obtain when it the company, its competitors and its customers are seen in a STRATEGIC TRIANGLE
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INTRAPRENEURS
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those who take hands on responsibility for creating innovation within an organization
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INNOVATION and Entrepreneurs
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create new products or services
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CREATIVITY
SELF-RELIANCE ABILITY TO ADAPT |
PERSONALITY TRAIT OF ENTREPRENEURS AND DEMONSTRATING THESE SKILLS : open-minded, able to learn quickly, skilled at conceptualizing
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DETERMINATION
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characteristic that contributes to entrepreneurial success
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INFORMAL JOB ASSIGNMENTS
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encourage intrapreneurship (AKA Bootlegging)
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DEVIL'S ADVOCATE
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A person that leadership can provide to lessen inhibition of disagreement and make conflict less personal
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WHY IS CONSIDERATION OF INTENTIONS IMPORTANT IN CONFLICT SITUATIONS?
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People respond based on their interpretations of other's intentions.
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DIMENSIONS OF CONFLICT-HANDLING INTENTIONS
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Cooperativeness and Assertiveness
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CLAN CONTROL
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Culture, shared values, no one best way
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BUREAUCRATIC CONTROL
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formal rules, standards, hierarchy and legitimate authority
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MARKET CONTROL
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Uses prices, profit centers, and exchange relationships--tangible output
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FOUR STEPS OF CONTROL PROCESS in BUREAUCRATIC CONTROL SYSTEMS
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1. set performance standards
2. measure performance 3. comparing performance with the standard 4. Corrective Action to meet standards |
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PEER PRESSURE (flex time to 9-6 rigidity)
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When a group bands together cohesively in opposition of a change
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HACKMAN & OLDHAM
MODEL OF JOB DESIGN |
Skill variety: different job activities
Task Identity: completion of a whole, identifiable piece of work Task Significance: perceived important positive impact on the lives of others Autonomy: independence and discretion in making decisions Feedback: information about job performance |
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when selecting an ORGANIZATION STRUCTURE what key elements should be considered?
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DIFFERENTIATION
INTEGRATION |
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What is a reason to create a BOUNDARYLESS organizational structure?
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to make information available as needed
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ORGANIC organizational structure
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Broader responsibilities
Expertise highly valued Decentralized and informal decision making |
