Managament Module Two Flashcards
Terms
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- product form of divisional structure
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all forms that contribute to a product report to one manager
-more flex. suitable for unstable environments - Geographic form of divisional structure
- allows the company to better focus on the customers needs
- customer
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allows the company to better focus on customer
-duplication of activities in many areas is expensive - network
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-a web of independent, mostly single function firms
-interealtionships amoung firms - high involvement
- flat organizational form, decentralized focuse on customer or product
- strategic alliance
- formal relationship created among independent organizations with purpose of joint pursuit of mutual goals
- line departments
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units that deal directly with the organizations primary goods and services
-responsible for princible activities - staff departments
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-units that support line departments
-accountong.PR. HR departments - Matrix organization
- dual reporting relationships, manggers report to 2 superiors functional and divisional manager
- Disadvantages of Matrix organization
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unity of command principal:should only have one boss
-creates confusion and difficult interpersonal relat. - Advantage of matrix organization
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higher degree of flexibility and adapaptibility
-extensive communications and meetings - Principle
- everyone should have rights that should be respecte in all decisions and actions
- Unethical
- an actions that violates an individuals moral rights
- ulitarian theory
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do the consequences of actions produce the greatest good for the greatest number
-Problems measurement and calcualtion - Distributive Justice Cannon
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Treat people similarly who are similar in jobs (v.v)
-differences should be proportionate to job related differences - Consistent Administrations Cannon
- rules should be clearly stated and consistently applied and consistently/imapartially enforced
- When are actions unethical according to the theories of rights, ulitarian, and justice
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theories of rights-violates any 5 rights
ulitarian-ends don't justify means
justice-if actions are not fair - Steps in using all three ethical theories together
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1. gather facts
2.decide if ethical in all 3 theories
3. if not apply principle of double effect - Principle of double effect
- The intent is to achieve the good effect, good effect is much greater that the bad effect
- Teology
- considers an act to be morally right or acceptable if if produces a desired result
- Egoism
- doing the act that provide the greatest good for oneself
- dentology
- focuses on rights of individual, equal respect
- relativism
- bases ethical behavior on the opinions and behaviors relevant of other people
- Preconventional
- people make descions based on concrete rewards and punishments and immediate self interests
- conventional
- people conform to the expectations of ethical behaviors of groups
- Principled
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people take a broader perspective in which they see authority, laws, and norms
-follow their self chosen principles - Four levels of social responsibility
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-Economic
-Legal
-Ehthical
-Voluntary - Economic responsibilities
- produce goods at a price that perpetuates the business and satifies its obligations to investors
- Legal responsibilities
- to obey laws
- Ethical responsibilities
- meeting other social expectations
- voluntary responsibilities
- additional behaviors and activities that society finds desirable and that the values of business report
- culture concept
- set of shared values, beliefs and behaviors learned as a member of a social group
- three characteristics of organizational culture
- learned, shared and transmitted
- 3 levels of organizational culture
- Artifacts, Expoused values, and basic underlying assumptions
- Expoused values
- publicly announced value a group claims to hold
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Law of Queue
Inaccuracies
Ideal values -
-just know what to do
-deliberate deception(claim values but don't hold them)
-sometimes impossible values - Basic underlying assumptions
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beliefs about the most fundamental aspect of reality (time, space and human nature)
-unconscious taken for granted - Cultural artifacts
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symbols:columns
heroes:brad pitt
stories: lady with bad tires
slogans: come on home tigers
ceremonies and rituals: venture take pledge
phyical artifacts:college of business portraits - Polychronicity
- the extent to which people prefer to be engaged in two ro more tasks simultaneously
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Competing values model
Group -
-Internal and flexible
-Value: teamwork, development and morale -
CVM
Adhocracy -
-External and flexible
-Risk taking,growth and creativity -
CVM
Rational -
-External and controlling
Value: Profitability, efficiency and goal achievement -
CVM
Hierarchy -
-Internal and controlling
-Value:stability,rules, and procedures and orders - Low cost strategy
- Rational-culture emphasizing efficiency and frugality
- Differentiation
- Adhocracy-a culture that emphasizes innovation and uniqueness
- paradigm
- set of rules and regulations that define boundaries
- good/bad effect of paradigm
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-tells you where and how to look for solutions
-limits creativity outside of the boundaries - Three types of creativity
- creations, synthesis, modification
- creations
- creating something out of nothing
- synthesis
- relating 2 or more previously unrelated phenomena (fish tacos)
- modification
- -act of altering something that already exists
- what are the four purposes of modification?
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1. perform a function better
2. perform a new function
3. perform in a different setting
4. be used by someone new - General reasons resist change
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1.Human Inertia
2.Timing
3.Surprise
4.Peer pressure - Specific reasons to resist change
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1. Self interest
2. Misunderstanding
3. Different Assessment - force field analysis
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Identify situation/problem
Study it
Determine which force are driving change and which forces are restraining change - Lewin's Rule
- It is better to reduce the forces restraining change than to increase the force driving it
- Reactive change
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response that occurs under pressure
-problem driven change - Proactive change
- a response that is intiated before a gap has occured
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unfreezing
(resistance to change) - realizing the current practices are inappropitate and that new behavior must be enacted
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moving
(resistance to change) - institute change
- refreezing
- strengthening the new behaviors that support change
- adapters
- take the current industry structure as given
- shapers
- try to change the structure of their industry creating a future competitive landscape of their own design