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50 Cards in this Set

  • Front
  • Back

is a desired future circumstance or condition that the organization attempts to realize


1. Develop overall plan

2. Translate the plan into action (tactical plans and objectives, develop strategic maps, defining contingency plans and scenarios)

3. Plan Operations

4. Execute the plan

5. Monitor and learn

Organizational Planning Process

the organization's purpose or reason for existence


is a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations

Mission Statement

are broad statements of where the organization wants to be in the future and pertain to the organization as a whole rather than to specific subdivisions and departments

Strategic Goals

are the action steps in which the organization intends to attain strategic goals

Strategic Plans

the outcomes that major divisions and departments must achieve for the organization to reach its overall goals

Tactical Goals

are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy

Tactical Plans

are specific, measurable, results that are expected from departments, work groups, and individuals

Operational Goals

specify the action steps toward achieving operational goals and support tactical activities

Operational Plans

1. Goals and plans create a false sense of creativity

2. Goals and plans may cause rigidity in a turbulent environment

3. Goals and plans can get in the way of intuition and creativity

Limitations of Planning

is a system whereby managers and employees define goals for every department, project, person, and use them to monitor subsequent performance


1. Setting goals

2. Developing action plans

3. Reviewing progress

4. Appeasing overall performance

Steps to make MBO successful

are reasonable but yet highly ambitious and compelling goals that energize people and inspire excellence

Stretched Goals

identifies important factors in the environment and defines a range of alternative responses to be taken in the case of emergencies, setbacks, or unexpected conditions

Contingency Planning

involves two major stages of prevention and preparation

Crisis Planning

1. Corporate-:Level strategy

2. Business-Level strategy

3. Functional-Level strategy

Levels of STrategy

pertains to the organization as a whole and the combination of business units and products that make it up

Corporate-Level strategy

pertains to each business unit or product line within the organization

Business-Level strategy

pertains to the major functional departments within each business unit, such as manufacturing, marketing, and research and development

Functional-Level strategy

includes a careful assessment of strengths, weaknesses, opportunities, and threats that affect organizational performance

SWOT Analysis

refers to what sets the organization apart from the others and provides it with a distinctive edge in the marketplace

Competitive advantage

1. Target Customers

2. Core Competence

3. Achieving/Building Synergy

4. Delivering Value

The 4 elements of Competitive advantage

this is a concept developed by the Boston Consulting Group that evaluates SBUs with respect to two dimensions---business growth rate and market share---and classifies them as cash cows, stars, question marks, and dogs

BCG Matrix

Sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs

Work Specialization

Sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs

Work Specialization

Is an unbroken line of authority that links all employees in an organization and shows who reports to whom

Chain of Command

Means that decision authority is pushed down to lower organization levels


Means that decision authority is located near the top organization levels


Is the generation of novel ideas that may meet perceived needs or respond to opportunities for the organization


is a technique for determining which forces drive a proposed change and which forces restrain it

Force-field analysis

The stage in which people are made aware of problems and the need for change


The intervention stage of organizational development when change agents teach people new behaviors and skills and guide them in using then in the workplace


When people have incorporated new values, attitudes, and behaviors into their everyday work and the changes become institutionalized in the culture


Self interest, lack of trust & understanding, different assessments & goals, & uncertainty

What can all result in a resistance of change

is defined as all the ways in which employees differ


which means creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today

Managing Diversity

1. Better use of employees talent

2. Increased understanding of the workplace

3. Enhanced health of understanding in leadership positions

4. Increased quality of team problem solving

5. Reduced costs associated with high turnover; absenteeism and lawsuits

Benefits to Managing Diversity

is a tendency to view people who are different as being deficient


occurs when someone e acts out their negative attitudes toward people who are the targets of their prejudice


a rigid, exaggerated, irrational belief associated with a particular group of people


occurs when a person, who when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task

Stereotype Threats

is the belief that one's own group is inherently superior to other groups


a culture that accepts only one way of doing things and one set of values and beliefs

Mono culture

is the belief that groups and subcultures are inherently equal


describes an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored


1. Enhancing Structures and Policies

2. Expanding Recruitment Efforts

3. Establishing Mentor Relationships

4. Increasing Awareness of Sexual Harassment

5. Using Multicultural Teams

6. Encouraging Employee Affinity Groups

Diversity Initiatives and Programs

is a higher-ranking senior member of the organization who is committed to prevailing upward mobility and support to a protege's professional career


are made up of members from diverse national, racial, ethnic, and cultural backgrounds

Multicultural Teams

are based on social identity, such as gender or race, and are organized by employees to focus on concerns of employees from that group

Employee Affinity Groups