Exam 2 Flashcards
1
Q
Organizing
A
Process of establishing orderly uses for resources within the management system
2
Q
Organizing Skill
A
Creating a network of people throughout the organization who can help solve implementation problems as they occur
3
Q
Weber’s Bureaucratic Model
A
Detailed procedures and rules
Clearly outlined organizational hierarchy
4
Q
Division of Labor
A
Individuals specialize in doing a part of the task/responsibility vs. the entire task
5
Q
Specialization
A
skills in performing the task increase
6
Q
coordination
A
Synchronizing tasks , Relationships, communications
7
Q
Synchronizing tasks
A
to complete overall task and the organizations objectives
8
Q
Relationships, communications
A
fuel effective coordination … remember the team concepts
9
Q
Horizontal relationships matter vs. vertical
A
10
Q
Division of Labor frames the organizational model
A
Designate activities necessary to reach objective
Responsibilities & expectation of individuals
Job descriptions, performance management
11
Q
Formal Structures (Mechanistic):
A
Defined and depicted relationships
Organization charts – typically represents
12
Q
Informal Structures (Organic):
A
System or networks of interpersonal relationships that exist within an organizations
More spontaneous … remember Groups & Teams!
13
Q
Organization Chart
A
Hierarchical, generally … the ‘skeleton’ of a company
Lines designate formal communication lines
14
Q
Vertical dimension
A
top down; ‘chain of command’
15
Q
Scalar relationship
A
chain of management from ‘C-suite’ to the lowest identified organizational level.
16
Q
clear line of site
A
facilitates communication for any organization to achieve its objectives
17
Q
Unity of Command
A
clear reporting relationship
18
Q
Horizontal dimension
A
span of control or management
19
Q
Vertical
A
‘watch the layers’ … leads to bureaucracy
20
Q
Horizontal
A
the proper balance on efficiency vs. effectiveness (too many vs. too few for any given organization or underlying component
21
Q
Departmentalizing
A
establishing the relevant departments from plans & objectives
22
Q
Departments
A
unique group of resources established by management to perform organizational tasks
23
Q
Functional Advantages
A
Power of functional heads promotes consistency (i.e., consistent marketing messages)
Relatively easy to assign blame or credit for the performance of a function (i.e., the performance of the company’s marketing program)
24
Q
Functional Disadvantages
A
May prove difficult to coordinate between various functions
25
Product Advantages
to focus on the products sold by the company
26
Product disadvantages
to miss differences in customers or geographic regions
27
Geographic Advantages
focus on the various regions
28
Geographic Disadvantages
difficult to coordinate between various regions
29
Customer Advantages
to focus on and cater to the most important customers
30
Customer Disadvantages
complexities as customers span different products and geographic areas
31
Matrix Advanatages
pool human resources
32
Matrix Disadvantages
understand power structure within the firm
33
Structural Change
growth driven, scale, competition, evolving goals and objectives
34
Technological Change
e-commerce; EV’s; robotics; R&D efforts; etc. … alignment of human resources …
35
Cultural Change
acknowledge, though be careful … understand the stakeholder groups.
36
Organizational Behavior
study of the actions of people at work
37
Individual Behavior
– attitudes, personalities, learning, motivation
38
Group Behavior
norms, roles, team building, conflict
39
Organizational aspects
structure, culture, HR policies and procedures
40
Explain Org Behavior
why employees engage in certain behaviors
41
Predict
how employees might respond (anticipate)
42
Influence
educated, lead/guide in advance of actions & decisions
43
High Level Goals of Organizational Behavior
Managers are concerned with explaining, predicting, and influencing individual behaviors
44
Six Important Workplace Behaviors
Employee productivity
Absenteeism
Turnover
Organizational citizenship
Job satisfaction
Workplace misbehavior
45
Productivity
performance measures of efficiency (time, resource use) and effectiveness (‘getting things done’)
46
Absenteeism
physically & mentally ‘in the game’; costs organization an average of 35% of payroll
47
Turnover
can be disruptive, costly (pre-pandemic low, UE rebounding!) – recruiting, selection, training
48
Organization Citizenship
: teamwork, ‘above & beyond’, avoiding unhealthy conflicts, volunteering
49
Job Satisfaction
higher levels of performance
50
Workplace Misbehavior
intentional employee behavior
51
Three psychological factors
Attitudes & Attribution Theory
Personality
Perception
52
evaluative statements
reflects how individuals ‘feel’
53
Cognitive
beliefs, opinions, knowledge, and opinions held by a person
54
Affective
emotional, feeling of an attitude
55
Behavorial
intentionally act in a certain way based upon the cognitive and affective components
56
Job Satisfaction
general attitude towards you wor
57
Job Involvement
self-worth & contribution
58
Organizational Commitment
loyalty
59
Highly engaged
connected to, satisfied with, enthusiastic!
60
Disengaged
‘check-out/not into it’; no energy or passion … ‘just a paycheck’ … ‘quiet quitting’
61
‘Cognitive Dissonance’ in Management
alter situations to reduce inconsistencies
62
Attitudes influence behaviors
which correlate with job satisfaction which leads to productivity, low turnover
63
evaluative
Challenging and interesting work
64
allocation
Equitable rewards systems
65
continuous
Coaching and support
66
Personality
unique combination of emotional, thoughts, and behavioral patterns that affects how a person reacts to situations and interacts with others
67
Physiological
stature, health, gender
68
Cultural
norms and values (achievement orientation, responsibility)
69
Family & Social Group
the most important, formative years
70
Role Determinants
maturity continuum
71
Situational
uncontrollable events (i.e., structural changes in family and/or environment
72
Self Esteem
how we view ourselves as individuals (i.e., confidence, assertiveness
73
Locus of Control
degree to which people believe they control their environment: internal – own abilities and efforts; external – caused by someone of something else.
74
Authoritarianism
focus on clear power and status differences (vs. participative) … reality, it’s a balance, and situational
75
Dogmatism
inflexibility, closed-mindedness
76
Dependability
behavioral consistency, personal responsibility and accountability
77
Emotional Intelligence
Skills, capabilities, competencies that influence ability to handle ‘environmental’ demands and pressures
78
Perception
individuals interpret their sensory impressions to give meaning to their environment.
79
Range of Consumer Decisions
Consumers make a variety of decisions, ranging from simple (routine purchases like groceries) to complex (buying a car).
80
Involvement Level
High-involvement decisions (e.g., buying a house) require more thought, while low-involvement decisions (e.g., buying a snack) are made quickly.
81
Risk Level
Higher perceived risk (financial, social, or physical) increases decision complexity.
82
Steps in the Consumer Decision-Making Journey:
Problem Recognition, Information Search, Evaluation of Alternatives, Purchase Decision, Post-Purchase Behavior
83
Problem Recognition
Realizing a need or desire.
84
Information Search
Looking for solutions (internal search—memory, or external search—online reviews)
85
Evaluation of Alternatives
Comparing products based on attributes.
86
Purchase Decision
Choosing a product and buying it.
87
Post-Purchase Behavior
Reflecting on the purchase; may lead to satisfaction or cognitive dissonance.
88
Components of Decision-Making Units:
Initiator, Influencer, Decider, Buyer, User
89
Initiator
Recognizes the need.
90
Influencer
Affects the purchase decision
91
Decider
Makes the final decision.
92
Buyer
Executes the purchase
93
User
Uses the product.
94
Internal Factors Impacting Consumer Decisions
Motivation, Personality, Perception, Learning and Attitudes,
95
Motivation
Driven by needs (e.g., Maslow's hierarchy
96
Personality
traits influence preferences.
97
Perception
How consumers perceive a product's benefits.
98
Learning and Attitudes
Past experiences shape current choices.
99
Skewed Perceptions:
People's perceptions can be biased due to prior experiences, selective attention, and cultural influences, leading to perceptual errors.
100
Reference Groups
A reference group consists of people that influence an individual's behavior (family, friends, celebrities).
informational (expert advice) or normative (social pressure)
101
Role of Culture in Consumer Decision-Making
Culture shapes values, norms, and behaviors, impacting preferences and buying habits.
Marketers need to understand cultural nuances to avoid missteps, such as inappropriate messaging or imagery.
102
Mistakes in Cross-Cultural Marketing
Common errors include language translation issues, cultural insensitivity, and assumptions about consumer preferences across different regions.
103
Three Layers of a Product
Core Product, Actual Product, Augmented Product
104
Core Product
The primary benefit (e.g., a car provides transportation
105
Actual Product
Tangible features (brand, design, quality).
106
Augmented Product
Additional services (warranty, customer service
107
Types of Products and Marketing Strategies
Convenience Product, Shopping Products, Specialty Products
108
Convenience Products
Low involvement, widely available (e.g., snacks).
109
Shopping Products
Require comparison (e.g., electronics).
110
Specialty Products
High involvement, unique attributes (e.g., luxury goods).
111
New Product Development (NPD) Process
Steps include idea generation, concept testing, development, market testing, and commercialization.
112
Marketing Strategy Variations Across the Product Life Cycle
Introduction, Growth, Maturity, Decline
113
Introduction
Awareness creation
114
Growth
Differentiate from competitors
115
Maturity
Maintain market share
116
Decline
Reduce costs or rebrand
117
Organizing Products
Items, Lines, and Mixes
118
Items
Individual products
119
Lines
groups of related products
120
Mixes
total assortment offered.
121
Product Line Extensions
Adding variations to meet different needs
122
Motivations for Product Line Extensions
Attract new customers, meet different needs, or respond to competitors.
123
Drawbacks of Product Line Extensions
Risk of cannibalization (eating into sales of existing products) or brand dilution.
124
Calculating Market Share
Market share = (Company's sales / Total market sales) × 100
assessing competitive position.
125
What is a Brand?
A brand is a unique identifier that represents a product's promise to customers.
Top brands share qualities like consistency, authenticity, and consumer trust
126
Levels of Brand Loyalty
Awareness, Preference, Insistence
127
Brand Equity
Measured by brand awareness, perceived quality, brand associations, and loyalty.
High brand equity leads to premium pricing, increased sales, and customer loyalty
128
Types of Brands
National Brands, Private Label Brands
129
National Brands
Manufacturer-owned
130
Private Label Brands
Store-owned; rising in popularity for affordability.
131
Brand Extensions
Using an established brand to launch new products.
Success depends on brand fit and customer expectations.
132
Integrated Marketing Communications (IMC
Ensures all marketing tools deliver a consistent message.
133
Promotional Tools
Mass Media, Target Media, Paid, Owned, and Earned Media
134
Mass Media
Wide audience (TV, radio).
135
Target Media
Niche audience (direct mail).
136
Paid, Owned, and Earned Media
Paid ads, owned content, user-generated content.
137
Purchase Funnel Stages
Top (Awareness, Middle (Consideration), Bottom (Conversion)
138
Top (Awareness)
Use mass media to create awareness.
139
Middle (Consideration
Use targeted ads.
140
Bottom (Conversion
Use promotions or direct sales.
141
Measuring Marketing Communications:
etrics include reach, engagement, conversion rate, and ROI.
142
Media Schedules
Continuous, Flighting, Pulsing
143
Continuous
Regular exposure (toothpaste ads)
144
Flighting
Intermittent exposure (holiday sales)
145
Pulsing
Mix of both (clothing brands).
146
Distributive negotiation
“win-lose”, hostile M&A
147
Integrative negotiation
“win-win”, cede less important items , ., employment bonuses; construction contracts w/ preferred subcontractors; recent Railroad strike avoidance; rise in ‘unionization’
148
ZOPA
Zone of Possible Agreement - frames the matter
149
Zone of Possible Agreement
Boundaries for the negotiation … sets context … forethought
150
BATNA
Best Alternative to a Negotiated Agreement
151
Best Alternative to a Negotiated Agreement
ethical negotiations!
Your most desirable options in challenging negotiations balanced against what you are willing to accept
Stronger BATNA = better positioned for the negotiation
152
Reservation Price (part of BATNA
price you are willing to pay
153
Anchoring
set the expectation for an acceptable offer, i.e., ‘do your homework’
153
Goals
clearly defined goals ,
154
Distributed
(buy for as low as possible)
155
Integrative
build LT relationships)
156
Two primary tools for managing conflict
Understanding the source and focus of a particular conflict, Selecting the appropriate strategy/approach for resolution
157
People-focused:
emotions are fueled by moral indignation
158
Issue-focused
participants agree allocate resources
159
Personal Differences
Conflicts stem from personal values and needs.
Value of building and managing a diverse workforce!
160
Informational Deficiencies
Avoid ‘escalation of commitment’; don’t ‘jump the gun’, more easily resolved through clarification
161
Role Incompatibility
Conflicts evolve from the perception that assigned goals and responsibilities compete with those of others
162
Environmental Induced Stress: ‘uncertainty!’ vs. poor risk assessment!
Conflict results from the stressful events of the organizational environment
163
Five Categories of (typical) Interpersonal Responses
Forcing
Accommodating
Avoiding
Compromising
Collaboration
164
Balance along
Assertiveness and Cooperativeness Dimensions
165
Forcing Response
Assertive, Uncooperative.
Satisfy personal needs at the expense of the other person.
Outcome: You feel vindicated; other person feels defeated
166
Avoiding Response
Uncooperative, Unassertive.
sidestepping or postponing.
Outcome: Nothing (or things get worse) … long term frustration
167
Accommodating Response
Cooperative, Unassertive.
Satisfy other party’s concerns but neglect your own.
Outcome: Other person can advantage of you; decreased power and credibility.
168
Compromising Response
Moderate Cooperation & Assertiveness
‘spread the pain’ evenly
Outcome: Gamesmanship and suboptimal resolutions likely
169
Collaborative Response
Cooperative, Assertive Seek to address concerns of both parties. agree on facts & solve the problem together. Outcome: when collaborating is possible, problem likely to be resolved
Only true “win-win” strategy
170
Five Categories of Interpersonal Responses to Conflict
Personal, Situational Factors (Issue importance – extremely high?
Relationship importance – ongoing vs. one-time?
Relative power – boss?, peer?, consultant?
Time constraints – how urgent?)
171
Initiator
frame what you will say, wait until emotions subside, Describe problem in terms of behaviors, consequences
Approach problems incrementally – build rapport & understanding
172
