Robbins Coulter Management 12 ed. Chapter 6, 7, 8 – Flashcards
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decision
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A choice among two or more alternatives.
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problem
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An obstacle that makes it difficult to achieve a desired goal or purpose.
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decision criteria
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Criteria that define what's important or reverent to resolving a problem.
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structured problems
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Straightforward, familiar, and easily defined problems.
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uncertainty
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A situation in which the decision maker has neither certainty nor reasonable probability estimates available.
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risk
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A situation in which the decision maker is able to estimate the likelihood of certain outcomes.
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programmed decision
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A repetitive decision that can be handled by a routine approach.
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unstructured problem
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Problems that are new or unusual and for which information is ambiguous or incomplete.
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non-programmed decision
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Unique and nonrecurring decisions that require a custom-made solution
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certainty
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A situation in which a manager can make accurate decisions because all outcomes are known.
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organizational change
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Any alteration of people, structure, or technology in an organization.
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change agent
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Someone who acts as a catalyst and assumes that responsibility for managing the change process.
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stress
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The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.
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role conflicts
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Work expectations that are hard to satisfy.
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role overload
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Having more work to accomplish then time permits.
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role ambiguity
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When role expectations are not clearly understood.
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planning
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defining the organizations goals establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities.
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goals
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(objectives) desired outcomes or targets
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plans
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documents that outline how goals are going to be met.
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strategic plans
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plans that apply to the entire organizational and establish the organizational overall grades.
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operational plans
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plans that encompass a particular operational area of the organization.
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long-term plans
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plans that have a time frame beyond 3 years.
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short-term plans
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plans that have a time frame of one year or less
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specific plans
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plans that are clearly defined and leave no room for interpretation
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directional plans
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plans that are flexible and set out general guidelines.
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single-use plans
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a one time plan specifically designed to meet the needs of a unique situation.
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standing plans
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ongoing plans that provide guidance for activities performed repeatedly
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management by objective (MBO)
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a process by setting mutually agreed upon goals and using those goals to evaluate employee performance
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strategic management
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what managers do to develop the organizations strategies
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strategies
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the plans for how the organization will do what its in business to do how it will compete successfully and how it will attract and satisfy its customers in order to achieve its goals
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business model
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how a company is going to make money
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strategic management process
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a six step process that encompasses strategic planning, implication and evaluation
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mission
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a statement of an organizations purpose
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opportunities
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positive trends in the external environment
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threats
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negative trends in the external environment
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SWOT analysis
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an analysis of the organizations strengths, weaknesses, opportunities, and threats
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resources
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an organizations assets that are sued to develop manufacture and deliver products to its customers
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competitive advantage
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what sets an organization apart its distinctive edge
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capabilities
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an organizations skills and abilities in doing the work activities needed in its business
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core compendencies
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the organizations major value creating capabilities that determine its competitive weapons
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strengths
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any activities the organization does well or its unique resources
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weaknesses
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activities the organization does not do well or resources it needs but does not possess.
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controlling
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the process of monitoring, comparing, and correcting work performance
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performance
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the end result of an activity
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productivity
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the amount of goods or services produced divided by the inputs needed to generate that output
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benchmarking
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the search for the best practices among competitors or non competitors that lead to their superior performance
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benchmark
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the standard of excellence against which to measure and compare
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employee theft
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any unauthorized taking of company property by employees for their personal use
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organizing
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arranging and structuring work to make and accomplish organizations goals
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organizational structure
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the format arrangement of jobs within an organization
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organizational chart
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the visual representation of an organizations structure
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organizational design
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creating or changing an organizations structure
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work specialization
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dividing work activities into separate job tasks
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departmentilization
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grouping people together based on their jobs and skill set
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cross function team
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at work team composed of individuals from various functional specialties
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chain of command
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the line of authority of where a position of upper organizational levels to the lower levels which clarifies who reports to them
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authority
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the right of the manager to tell people what to do and what to expect
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responsibility
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...
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span of management
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the number of people who one can manage
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centralization
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when decision making and proximity come closer together
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decentralization
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lower level employees provide input or actually make decisions
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employee empowerment
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giving employees more authority to make decisions
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mechanistic
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organizational design thats rigid and tightly controlled
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organic
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organizational design thats adaptive and flexible
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environmental scanning
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the screening of large amounts of information to anticipate and interpret changes in the environment
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competitor intelligence
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environmental scanning by which organizations gather information about competitors
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quanitative forecasting
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forecasting that applies a set of mathematical rules to series of past data to predict outcome
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qualitative forecasting
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forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes
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scheduling
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detailing what activities have to be done the order in which they are to be completed a who is to do each and when they are to be completed
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Gantt Chart
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a scheduling chart developed by Henry Gantt that shows actual and planned output over a period of time
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breakeven analysis
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a technique for identifying the point at which total revenue is just sufficient to cover total costs.
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operations management
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the transformation process that converts resources into finished goods and services
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manufacturing organizations
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organizations that produce physical goods
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service organizations
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organizations that produce nonphysical products in the forms of services
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value
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the performance characteristics features and attributes and any other aspects of goods and services for which customers are willing to give up resources
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value chain
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the entire series of organizational work activities that add value at each step from raw materials to finished product
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value chain management
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the process of managing the sequence of activities and information along the entire value chain
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intellectual property
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proprietary informational thats critical to an organizations efficient and effective functioning and competitiveness
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quality
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the ability of a product or service to reliably do what its supposed to do and to satisfy customer expectations
