EngManagement Flashcards

1
Q

The act of choosing one (the best) alternative
from among a set of alternatives.

A

Decision Making

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2
Q

–A decision that is relatively structured
or recurs with some frequency (or both).
–Example: Starting your car in the morning

A

Programmed Decision

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3
Q

–A decision that is relatively unstructured
and occurs much less often than a
programmed decision.
–Example: Choosing a vacation destination.

A

Nonprogrammed Decision

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4
Q

–The decision maker knows with reasonable certainty
what the alternatives are and what conditions are
associated with each alternative.

A

Decision Making Under Certainty

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4
Q

–The availability of each alternative and its potential
payoffs and costs are all associated with risks.

A

Decision Making Under Risk

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5
Q

–The decision maker does not know all the alternatives,
the risks associated with each, or the consequences
of each alternative.

A

Decision Making Under Uncertainty

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6
Q

selecting the alternative that offers the
best combination (balance) of feasibility, satisfactoriness,
and affordability suited to the situation.

A

Optimization

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7
Q

–A positive or negative political force in decision
making which consists of an informal alliance of
individuals or groups formed to achieve a goal.

A

Coalition

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7
Q

–The concept that decision makers are limited by their
values and unconscious reflexes, skills, and habits

A

Bounded Rationality

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8
Q

–The tendency to search for alternatives only until one
is found that meets some minimum standard of
sufficiency to resolve the problem.
* Personal motives and biases
* Expediency (degree of impact alternative choice will have)
* Cost of continuing to search for alternatives

A

Satisficing

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9
Q

–An innate belief about something
without conscious consideration.

A

Intuition

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9
Q

A decision maker’s staying with
a decision even when it appears
to be wrong.

A

Escalation of Commitment

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10
Q

–The extent to which a decision maker is
willing to gamble when making a decision.

A

Risk Propensity

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11
Q

–Individual ethics (personal beliefs about right and
wrong behavior) combine with the organization’s
ethics to create _________ ______.

A

Managerial Ethics

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12
Q

Consists of an existing group or newly formed team
interacting and then making a decision.

A

Interacting groups or teams

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13
Q

Developing a consensus of expert opinion from a panel of
experts who individually contribute through a moderator.

A

Delphi groups

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14
Q

Generating ideas through the individual contributions of alternatives that are winnowed down to reach a decision.

A

Nominal groups

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15
Q

–The overall set of structural elements that can
be used to configure the total organization.

–A means to implement strategies and plans to
achieve organizational goals.

A

Organization Structure and Design

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16
Q

The degree to which the overall task of the
organization is broken down and divided into
smaller component parts.

A

Job Specialization (Division of Labor)

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17
Q

The perceived importance of the task by the worker

A

Task Significance

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18
Q

The number of tasks a person does in a job

A

Skill Variety

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18
Q

The extent to which the worker does a complete or
identifiable portion of the total job

A

Task Identity

19
Q

The desire for people to grow, develop, and expand their capabilities that is their response to the core dimensions

A

Growth Need Strength

19
Q

The degree of control the worker has over how the work is performed

A

Autonomy

20
Q

The extent to which the worker knows how well the job
is being performed

A

Feedback

21
Q

The process of grouping jobs according
to some logical arrangement

A

Departmentalization

22
Q

– Lead to higher levels of
employee morale and
productivity.

– Create more administrative
responsibility for the
relatively few managers.

– Create more supervisory
responsibility for managers
due to wider spans of
control.

A

Flat Organizations

22
Q

–Are more expensive
because of the number of
managers involved.

– Foster more communication
problems because of the
number of people through
whom information must
pass.

A

Tall Organizations

23
Q

Power that has been legitimized by the organization.

A

Authority

24
Q

The process by which managers assign a portion of
their total workload to others.

A

Delegation

25
Q

The process of linking the activities of the various
departments of the organization

A

Coordination

26
Q

A logical, rational, and efficient organization design
based on a legitimate and formal system of authority.

A
  • Bureaucratic Model (Max Weber)
27
Q

–Defined as the total number of full-time or full-time
equivalent employees.

A

Organizational Size

28
Q

The progression of organizations as they grow and
mature—birth, youth, midlife, and maturity.

A

Organizational Life Cycle

29
Q

Organizational members and units are grouped into
functional departments.

A

Functional or U-form (Unitary) Design

29
Q

–Organization consists of a set of unrelated
businesses with a general manager for each business.

–Holding-company design is similar to product
departmentalization.

–Coordination is based on the allocation of resources
across companies in the portfolio.

–Design has produced only average to weak financial
performance; has been abandoned for other
approaches

A

Conglomerate or H-form (Holding) Design

30
Q

–Is based on multiple businesses in related areas
operating within a larger organizational framework;
following a strategy of related diversification.

–Activities are decentralized down to the divisional
level; others are centralized at the corporate level.

–The largest advantages of the M-form design are the
opportunities for coordination and sharing of
resources.

A

Divisional or M-form (Multidivisional) Design

31
Q

–An organizational arrangement based on two
overlapping bases of departmentalization.

A

Matrix Design

32
Q

–Is based on two or more organization design
forms such as a mixture of related divisions
and a single unrelated division.

–Most organizations use a modified form of
organization design that permits them to have
the flexibility to make strategic adjustments.

A

Hybrid Design

33
Q

–Any substantive modification to some part of the
organization (e.g., work schedules, machinery,
employees).

A

Organization Change

34
Q

in the organization’s general and task environments force the organization to alter the way in which it competes.

A

External forces

35
Q

inside the organization cause it to change its structure and strategy; some internal forces are responses to external pressures.

A

Internal forces

36
Q

Change that is designed and implemented in an orderly
and timely fashion in anticipation of future events.

A

Planned Change

37
Q

Change that is a piecemeal response to events and circumstances as they develop.

A

Reactive Change

38
Q

The radical redesign of all aspects of a business to
achieve major improvements in cost, service, or time

A

Business Process Change (Reengineering)

39
Q

A planned, organization-wide effort managed from the
top, intended to increase organizational effectiveness
and health through interventions in the organization’s
processes, using behavioral science knowledge.

A

Organization Development

40
Q

The managed effort of an organization to develop new
products or services or new uses for existing products
or services.

A

Innovation

41
Q

–A new product, service, or technology developed by
an organization that replaces an existing one.

A

Radical Innovation

42
Q

–A new product, service, or technology that modifies an
existing one

A

Incremental Innovation

43
Q

A change in the appearance or performance of a
product or service, or the physical processes through
which a product or service is manufactured.

A

Technical Innovation

44
Q

A change in the management process by which
products and services are conceived, built, and
delivered to customers.

A

Managerial Innovation

45
Q

A change in the way a product or service is
manufactured, created, or distributed.

A

Process Innovation

45
Q

A change in the physical characteristics or
performance of an existing product or service or the
creation of a new product or service.

A

Product Innovation