Chapters 8-14 Flashcards
1
Q
Functional resources
A
The skills possessed by an organization’s functional personnel.
2
Q
Strategy
A
The specific pattern of decisions and actions that managers take to use core competences to achieve a competitive advantage and outperform competitors.
3
Q
Core competences
A
The skills and abilities in value- creation activities that allow a company to achieve superior efficiency, quality, innovation, or customer responsiveness.
4
Q
Organizational resources
A
The attributes that give an organization a competitive advantage such as the skills of the top-management team or possession of valuable and scarce resources.
5
Q
Coordination ability
A
An organization’s ability to coordinate its functional and organizational resources to create maximal value.
6
Q
Functional-level strategy
A
A plan of action to strengthen an organization’s functional and organizational resources, as well as its coordination abilities, in order to create core competences.
7
Q
Business-level strategy
A
A plan to combine functional core competences in order to position the organization so that it has a competitive advantage in its domain.
8
Q
Corporate-level strategy
A
A plan to use and develop core competences so that the organization can not only protect and enlarge its existing domain but can also expand into new domains.
9
Q
Global expansion strategy
A
A plan that involves choosing the best strategy to expand into overseas markets to obtain scarce resources and develop core competences as discussed above.
10
Q
Low-cost business-level strategy
A
A plan whereby an organization produces low- priced goods and services for all customer groups.
11
Q
Differentiation business- level strategy
A
A plan whereby an organization produces high- priced, quality products aimed at particular market segments.
12
Q
Vertical integration
A
A strategy in which an organization takes over and owns its suppliers (backward vertical integration) or its distributors (forward vertical integration).
13
Q
Related diversification
A
The entry into a new domain that is related in some way to an organization’s domain.
14
Q
Unrelated diversification
A
The entry into a new domain that is not related in any way to an organization’s core domain.
15
Q
Conglomerate structure
A
A structure in which each business is placed in a self- contained division and there is no contact between divisions.
16
Q
Technology
A
The combination of skills, knowledge, abilities, techniques, materials, machines, computers, tools, and other equipment that people use to convert or change raw materials into valuable goods and services.
17
Q
Mass production
A
The organizational technology that uses conveyor belts and a standardized, progressive assembly process to manufacture goods.
18
Q
Craftswork
A
The technology that involves groups of skilled workers who interact closely to produce custom-designed products.
19
Q
Programmed technology
A
A technology in which the procedures for converting inputs into outputs can be specified in advance so that tasks can be standardized and the work process can be made predictable.
20
Q
Technical complexity
A
A measure of the extent to which a production process can be programmed so that it can be controlled and made predictable.
21
Q
Technological imperative
A
The argument that technology determines structure.
22
Q
Task variability
A
The number of exceptions— new or unexpected situations—that a person encounters while performing a task.
23
Q
Task analyzability
A
The degree to which search activity is needed to solve a problem.
24
Q
Task interdependence
A
The manner in which different organizational tasks are related to one another.
25
Mediating technology
A technology characterized by a work process in which input, conversion, and output activities can be performed independently of one another.
26
Long-linked technology
A technology characterized by a work process in which input, conversion, and output activities must be performed in series.
27
Slack resources
Extra or surplus resources that enhance an organization’s ability to deal with unexpected situations.
28
Intensive technology
A technology characterized by a work process in which input, conversion, and output activities are inseparable.
29
Specialism
Producing only a narrow range of outputs.
30
Dedicated machines
Machines that can perform only one operation at a time, such as repeatedly cutting or drilling or stamping out a car body part.
31
How can global expansion allow an organization to create value for its stakeholders? (4 steps)
Transferring core competencies abroad, Establishing a global network, gaining access to global resources and skills, using global learning to enhance core competencies
32
Technologies role in the input stage
Technology is used to allow each organizational function to handle relationships with outside stakeholders so that the organization can effectively manage its specific environment.
32
Technologies role in the conversion stage
Technology transforms inputs to outputs. Effective technology allows the organizations conversion stage to transform the inputs to outputs at the least cost of organizational resources
33
Technologies role in the output stage
Technology allows an organization to effectively dispose of finished goods and services to external stakeholders. To be effective in this process with technology, it should be able to possess competences in testing the quality of the finished product, in selling and market selling the product, and in managing the after-sales services to customers.
34
Describe factors of the small-batch and unit technology complexity
a. Organic Structure
i. Flat structure
ii. 3 levels in hierarchy
iii. Decentralized decision making
b. One-of-a-kind products
c. More customized
d.High flexibility
35
Describe factors of the large-batch and mass production technology complexity
a. Mechanistic Structure
i. Taller structure
ii. 4 levels in hierarchy
iii. Centralized Decision making
iv. Vertical communication increases
b. Products are more standardized
c. Technical Complexity increases to improve Efficiency and predictability
36
Describe the factors in the continuous process technology
a. Organic Structure
i. Tallest structure
ii. 5 levels in hierarchy
b. Firms are the most dependent on technology- Highly complex
c.Employees are not fully involved- Predictable
37
Describe Joan Woodward’s theory on high technical complexity and low technical complexity.
High technical complexity- when the conversion process can be programmed in advance and fully automated. Standardized and predictable.
Low technical complexity- when the conversion process depends primarily on people and their skills and knowledge, less on machinery. Unstandardized and unpredictable.
38
Focus Strategy
This is another known business-leveled strategy. This is where the organization would allocate and focus all of their resources on one segment of a market.
39
Differentiation strategy factors
Complex structure, decentralized decision making, high differentiation, high integration, organic structure
40
Low Cost Strategy factors
Simple structure, centralized decision making, low differentiation, low integration, mechanistic structure.
41
Multidomestic strategy
Focused towards local responsiveness- a company would decentralize their control to subsidiaries and divisions in each country in which it operates to produce and customize products to to local markets.
41
Multidomestic strategy
Focused towards local responsiveness- a company would decentralize their control to subsidiaries and divisions in each country in which it operates to produce and customize products to to local markets.
42
International strategy
R&D and marketing are set to being centralized at home and all the other value-creation functions being decentralized at national units.
42
Global strategy
Towards cost reduction, all principal value-creation functions centralized at the lowest cost global location.
43
Transnational strategy
Focused so it can achieve both local responsiveness and cost reduction. Some functions would be centralized where others are decentralized at the global location best suited to achieving these objectives.
43
What does Charles Perrow state regarding routine and non-routine or complex tasks and technologies.
The task variability and task analyzability are the two dimensions which underlie the difference between routine and non-routine or complex tasks and technologies.
44
Routine Manufacturing
Characterized by low task variability and high task analyzability. Mass production is representative of routine technology.
45
Craftswork
Task variability is low and task analyzability is also low. The employees would have to see their problem or situation and adapt the techniques of the craft to each situation and find a unique solution.
46
Engineering production
Task variability is high and task analyzability is also high. The solutions are very commonly black and white meaning they would just have to find the right existing method to find the solution. It is a form of small-batch technology because people are primarily responsible for developing techniques to solve particular problems.
47
Non-routine research
High task variability and low task analyzability. It is extremely complex and the number of unexpected situations is large.
48
What is Perrow's view towards large multinational organizations?
Perrow believes it is important to move from a mechanistic to organic structure as tasks become more complex and less routine.
49
Fixed workers
Workers who perform standardized work procedures increase an organization’s control over the conversion process.
50
Just-in-time inventory
(JIT) system
A system that requires inputs and components needed for production to be delivered to the conversion process just as they are needed, neither earlier nor later, so that input inventories can be kept to a minimum.
51
Flexible manufacturing technology
Technology that allows the production of many kinds of components at little or no extra cost on the same machine.
52
Organizational change
The process by which organizations move from their present state to some desired future state to increase their effectiveness.
53
4 types of improving effectiveness within organizational change
Human resources, functional resources, technological capabilities, organizational capabilities
54
Force field theory
A theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place
54
Force field theory
A theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place
55
Evolutionary change
Change that is gradual, incremental, and specifically focused.
56
Revolutionary change
Change that is sudden, drastic, and organization-wide.
57
Sociotechnical systems theory
A theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness.
58
Total quality management (TQM)
A technique developed by
W. Edwards Deming to continuously improve the effectiveness of flexible
work teams.
59
Quality circles
Groups of workers who met regularly to discuss the way work is performed in order to find new ways to increase performance.
60
Flexible work team
A group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process.
61
Business process
An activity that cuts across functional boundaries and is vital to the quick delivery of goods and services or that promotes high quality or low costs.
62
Restructuring
A process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness.
63
Downsizing
The process by which managers streamline the organizational hierarchy and lay off managers and workers to reduce bureaucratic costs.
64
Innovation
The process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so they can better respond to the needs of their customers.
65
Action research
A strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state.
66
Top-down change
Change implemented by managers at a high level in the organization.
67
Bottom-up change
Change implemented by employees at low levels in the organization that gradually rises until it is felt throughout the organization.
68
Organizational development (OD)
A series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization.
69
Organizational mirroring
An OD technique in which a facilitator helps two interdependent groups explore their perceptions and relations in order to improve their work interactions.
70
Organizational life cycle
A sequence of stages of growth and development through which organizations may pass.
71
Liability of newness
The dangers associated with being the first in a new environment.
72
Population density
The number of organizations that can compete for the same resources in a particular environment.
73
Population ecology theory
A theory that seeks to explain the factors that affect the rate at which new organizations are born (and die) in a population of existing organizations.
74
r-strategy
A strategy of entering a new environment early.
75
r-strategy
A strategy of entering a new environment early.
76
K-strategy
A strategy of entering an environment late, after other organizations have tested the water.
77
Institutional theory
A theory that studies how organizations can increase their ability to grow and survive in a competitive environment by satisfying their stakeholders.
78
Institutional environment
The set of values and norms in an environment that govern the behavior of a population of organizations.
79
Organizational isomorphism
The similarity among organizations in a population.
80
Organizational inertia
Forces inside an organization that make it resistant to change.
81
Satisficing
Limited information searches to identify problems and alternative solutions.
82
Cognitive biases
Factors that systematically bias cognitive structures and affect organizational learning and decision making.
83
Cognitive dissonance
The state of discomfort or anxiety a person feels when there is an inconsistency between his or her beliefs and actions.
84
Cognitive structure
The system of interrelated beliefs, preferences, expectations, and values a person uses to define problems and events.
85
Innovation
The process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so that they can better respond to the needs of their customers
86
Quantum technological change
A fundamental shift in technology that revolutionizes products or the way they are produced.
87
Quantum innovations
New products or operating systems that incorporate quantum technological improvements.
88
Incremental technological change
Technological change that represents a refinement of some base technology.
89
Incremental innovations
Products or operating systems that incorporate refinements of some base technology.
90
Intrapreneurs
Entrepreneurs inside an organization who are responsible for the success or failure of a project.
91
Creativity
Ideas going beyond the current boundaries, whether those boundaries are based on technology, knowledge, social norms, or beliefs.
92
Product life cycle
The changes in demand for a product that occur over time.
93
Project management
The process of leading and controlling a project so it results in the creation of effective new or improved products.
94
Stage-gate development funnel
3 step process used to promote innovation and ensure there is an even allocation of resources.
95
Information efficiencies
The cost and time savings that occur when IT allows individual employees to perform their current tasks at a higher level, assume additional tasks, and expand their roles in the organization due to advances in the ability to gather and analyze data.
96
Information synergies
The knowledge building created when two or more individuals or subunits pool their resources and cooperate and collaborate across role or subunit boundaries.
97
Boundary-spanning activity
The interactions of people and groups across the organizational boundary to obtain valuable information and knowledge from the environment to help promote innovation.
98
Organizational conflict
The clash that occurs when the goal-directed behavior of one group blocks or thwarts the goals of another.
99
Organizational power
The ability of one person or group to overcome resistance by others to resolve conflict and achieve a desired objective or result.
100
Organizational politics
Activities taken within organizations to acquire, develop, and use power and other resources to obtain one’s preferred outcomes in a situation in which there is uncertainty or disagreement about choices.
