Mgmt 330 Exam 2

Front 1

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

Back 1

Goal

Front 2

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

Back 2

Organizational Planning Process

Front 3

the organization's purpose or reason for existence

Back 3

Mission

Front 4

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

Back 4

Mission Statement

Front 5

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

Back 5

Strategic Goals

Front 6

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

Back 6

Strategic Plans

Front 7

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

Back 7

Tactical Goals

Front 8

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

Back 8

Tactical Plans

Front 9

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

Back 9

Operational Goals

Front 10

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

Back 10

Operational Plans

Front 11

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

Back 11

Limitations of Planning

Front 12

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

Back 12

MBO

Front 13

1. Setting goals

2. Developing action plans

3. Reviewing progress

4. Appeasing overall performance

Back 13

Steps to make MBO successful

Front 14

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

Back 14

Stretched Goals

Front 15

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

Back 15

Contingency Planning

Front 16

involves two major stages of prevention and preparation

Back 16

Crisis Planning

Front 17

1. Corporate-:Level strategy

2. Business-Level strategy

3. Functional-Level strategy

Back 17

Levels of STrategy

Front 18

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

Back 18

Corporate-Level strategy

Front 19

pertains to each business unit or product line within the organization

Back 19

Business-Level strategy

Front 20

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

Back 20

Functional-Level strategy

Front 21

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

Back 21

SWOT Analysis

Front 22

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

Back 22

Competitive advantage

Front 23

1. Target Customers

2. Core Competence

3. Achieving/Building Synergy

4. Delivering Value

Back 23

The 4 elements of Competitive advantage

Front 24

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

Back 24

BCG Matrix

Front 25

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

Back 25

Work Specialization

Front 26

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

Back 26

Work Specialization

Front 27

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

Back 27

Chain of Command

Front 28

Means that decision authority is pushed down to lower organization levels

Back 28

Decentralization

Front 29

Means that decision authority is located near the top organization levels

Back 29

Centralization

Front 30

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

Back 30

Creativity

Front 31

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

Back 31

Force-field analysis

Front 32

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

Back 32

Unfreezing

Front 33

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

Back 33

Changing

Front 34

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

Back 34

Refreshing

Front 35

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

Back 35

What can all result in a resistance of change

Front 36

is defined as all the ways in which employees differ

Back 36

Diversity

Front 37

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

Back 37

Managing Diversity

Front 38

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

Back 38

Benefits to Managing Diversity

Front 39

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

Back 39

Prejudice

Front 40

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

Back 40

Discrimination

Front 41

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

Back 41

Stereotype

Front 42

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

Back 42

Stereotype Threats

Front 43

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

Back 43

Ethnocentrism

Front 44

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

Back 44

Mono culture

Front 45

is the belief that groups and subcultures are inherently equal

Back 45

Ethnorelativism

Front 46

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

Back 46

Pluralism

Front 47

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

Back 47

Diversity Initiatives and Programs

Front 48

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

Back 48

Mentor

Front 49

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

Back 49

Multicultural Teams

Front 50

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

Back 50

Employee Affinity Groups