Study mgmt test #3 (ch. 7 & 8) Flash Cards

 
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mgmt test #3 (ch. 7 & 8)

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probably the most widespread trend in departmentalization in recent years (name this approach)
team approach
three factors that shape structure
1. strategy
2. environment
3. technology
focus of horizontal teams (3 key points)
1. differentiation
2. innovation
3. flexibility
focus of functional structure (3 key points)
1. cost leadership
2. efficiency
3. stability
three things that occur in an uncertain environment
1. increased differences occur among departments
2. organization needs increased coordination to keep departments working together
3. organization must adapt to change
five implementation tactics
1. communication and education
2. participation
3. negotiation
4. coercion
5. top management support
force-field analysis
process of determining which forces drive and which resist a proposed change
two approaches for overcoming resistance to change
1. force-field analysis
2. implementation tactics
four reasons for resistance to change
1. self-interest (perhaps biggest obstacle)
2. lack of understanding and trust
3. uncertainty
4. different assessments and goals
performance gap
disparity between existing an desired performance levels (one way managers sense need for change)
three elements of change sequence
1. forces for change
2. need for change
3. implement change
forces on change
1. environmental
2. internal
refreezing
reinforcement stage of OD in which individuals acquire a desired new skill or attribute and are rewarded for it by the organization
changing
intervention state of OD in which individuals experiment with new workplace behavior
change agent
OD specialist who contracts with an organization to facilitate change
unfreezing
stage of OD in which participants are made aware of problems to increase their willingness to change problems (often associated with a diagnosis made by a change agent)
OD steps
1. unfreezing
2. changing
3. refreezing
large-group intervention
type of OD intervention that brings together participants from all parts of the organization, as well as many key outside stakeholders, to discuss problems/opportunities and plan for major change
survey feedback
type of OD intervention in which questionnaires on organizational climate and other factors are distributed among employees and their results reported back to them by a change agent
team building
type of OD intervention that enhances the cohesiveness of departments by helping members learn to function as a team
OD can help managers solve three types of current problems
1. mergers/acquisitions
2. organizational decline/revitalization
3. conflict management
organization development (OD)
application of behavioral science techniques to improve an organization's health and effectiveness through the ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities
two ways to change people and culture
1. training and development
2. organization development (OD)
culture change
major shift in the norms, values, attitudes, and mind-set of the entire organization
people change
change in the attitudes and behaviors of a few employees in the organization
new-venture fund
fund providing resources from which individuals and groups can draw to develop new ideas, products, or businesses
skunkworks
a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business
new-venture team
unit separate from the mainstream organization that is responsible for developing and initiating innovations
four roles in organizational change
1. inventor
2. champion
3. sponsor
4. critic
idea champion
person who sees the need for and champions productive change within the organization
open innovation
extending the search for and commercialization of new ideas beyond the boundaries of the organization (connecting with customers is important)
fast-cycle team
a multifunctional team that is provided with high levels of resources and empowerment to accomplish an accelerated product development project
horizontal linkage model
an approach to product change that emphasizes shared development of innovations among several departments
idea incubator
an in-house program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company politics
five characteristics of creative individuals
1. open-mindedness
2. originality
3. independence/self-confidence
4. playfulness/curiosity
5. focused, persistent commitment
creativity
the generation of novel ideas that might meet perceived needs or offer opportunities for the organization
three innovative strategies for new products and technologies
1. exploration
2. cooperation
3. entrepreneurship
product change
a change in the organization's product or service outputs
technology change
a change that pertains to the organization's production process
two types of organizational change
1. change in products and technologies
2. change in people and culture
organizational change
the adoption of a new idea or behavior by an organization
digital technology
technology characterized by use of the Internet and other digital processes to conduct or support business operations
service technology
technology characterized by intangible outputs and direct contact between employees and customers
technical complexity
the degree to which complex machinery is involved in the production process to the exclusion of people
continuous process production
type of technology involving mechanization of the entire work flow and nonstop production
mass production
type of technology characterized by the production of a large volume of products with the same specifications
small-batch production
type of technology that involves the production of goods in batches of one or a few products designed for customer specification
process
an organized group of related tasks and activities that work together to transform inputs into outputs and create value
reengineering
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed
project manager
person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project
task force
temporary team or committee formed to solve a specific short-term problem involving several departments
coordination
the quality of collaboration across departments
modular approach
similar to networking, in which a manufacturing company uses outside suppliers to provide large components of a product, which are then assembled into a final product by a few workers
virtual network structure
an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
team-based structure
an organization structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals
permanent teams
group of participants from several functions who are permanently assigned to solve ongoing problems of common interest
cross-functional teams
group of employees from various functional departments that meet as a team to resolve mutual problems
top leader
the overseer of the product and functional chains of command, responsible for entire matrix
matrix boss
the product or functional boss, responsible for one side of the matrix
two-boss employees
employees who report to two supervisors simultaneously
matrix approach
organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization
divisional structure
grouping positions into departments based on similar organizational outputs (R & D, marketing, finance, manufacturing)
functional structure
grouping positions into departments based on similar skills, expertise, and resource use
departmentalization
the basis on which individuals are grouped into departments and departments into the total organization
decentralization
the location of decision authority near lower organizational levels
centralization
the location of decision authority near top organizational levels
flat structure
an overall broad span of management and relatively few hierarchical levels
tall structure
an overall narrow span of management and a relatively large number of hierarchical levels
span of management
the number of employees reporting to a supervisor (aka span of control)
staff authority
a form of authority granted to staff specialists in their area of expertise
line authority
a form of authority in which individuals in management have the formal power to direct and control immediate subordinates
delegation
the process managers use to transfer authority and responsibility to positions below them in the hierarchy
accountability
the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
responsibility
the duty to perform the task or activity an employee has been assigned
authority
the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
chain of command
an unbroken line of authority that links all individuals in the organization and specifies who reports to whom
work specialization
the degree to which organizational tasks are subdivided into individual jobs (aka division of labor
organization chart
the visual representation of an organization's structure
organization structure
the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
organizing
the deployment of organizational resources to achieve strategic goals
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