Exam 2 Flashcards

1
Q

Organizing

A

Process of establishing orderly uses for resources within the management system

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2
Q

Organizing Skill

A

Creating a network of people throughout the organization who can help solve implementation problems as they occur

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3
Q

Weber’s Bureaucratic Model

A

Detailed procedures and rules
Clearly outlined organizational hierarchy

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4
Q

Division of Labor

A

Individuals specialize in doing a part of the task/responsibility vs. the entire task

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5
Q

Specialization

A

skills in performing the task increase

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6
Q

coordination

A

Synchronizing tasks , Relationships, communications

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7
Q

Synchronizing tasks

A

to complete overall task and the organizations objectives

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8
Q

Relationships, communications

A

fuel effective coordination … remember the team concepts

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9
Q

Horizontal relationships matter vs. vertical

A
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10
Q

Division of Labor frames the organizational model

A

Designate activities necessary to reach objective
Responsibilities & expectation of individuals
Job descriptions, performance management

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11
Q

Formal Structures (Mechanistic):

A

Defined and depicted relationships
Organization charts – typically represents

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12
Q

Informal Structures (Organic):

A

System or networks of interpersonal relationships that exist within an organizations
More spontaneous … remember Groups & Teams!

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13
Q

Organization Chart

A

Hierarchical, generally … the ‘skeleton’ of a company
Lines designate formal communication lines

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14
Q

Vertical dimension

A

top down; ‘chain of command’

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15
Q

Scalar relationship

A

chain of management from ‘C-suite’ to the lowest identified organizational level.

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16
Q

clear line of site

A

facilitates communication for any organization to achieve its objectives

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17
Q

Unity of Command

A

clear reporting relationship

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18
Q

Horizontal dimension

A

span of control or management

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19
Q

Vertical

A

‘watch the layers’ … leads to bureaucracy

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20
Q

Horizontal

A

the proper balance on efficiency vs. effectiveness (too many vs. too few for any given organization or underlying component

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21
Q

Departmentalizing

A

establishing the relevant departments from plans & objectives

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22
Q

Departments

A

unique group of resources established by management to perform organizational tasks

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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)

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24
Q

Functional Disadvantages

A

May prove difficult to coordinate between various functions

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25
Q

Product Advantages

A

to focus on the products sold by the company

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26
Q

Product disadvantages

A

to miss differences in customers or geographic regions

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27
Q

Geographic Advantages

A

focus on the various regions

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28
Q

Geographic Disadvantages

A

difficult to coordinate between various regions

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29
Q

Customer Advantages

A

to focus on and cater to the most important customers

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30
Q

Customer Disadvantages

A

complexities as customers span different products and geographic areas

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31
Q

Matrix Advanatages

A

pool human resources

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32
Q

Matrix Disadvantages

A

understand power structure within the firm

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33
Q

Structural Change

A

growth driven, scale, competition, evolving goals and objectives

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34
Q

Technological Change

A

e-commerce; EV’s; robotics; R&D efforts; etc. … alignment of human resources …

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35
Q

Cultural Change

A

acknowledge, though be careful … understand the stakeholder groups.

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36
Q

Organizational Behavior

A

study of the actions of people at work

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37
Q

Individual Behavior

A

– attitudes, personalities, learning, motivation

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38
Q

Group Behavior

A

norms, roles, team building, conflict

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39
Q

Organizational aspects

A

structure, culture, HR policies and procedures

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40
Q

Explain Org Behavior

A

why employees engage in certain behaviors

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41
Q

Predict

A

how employees might respond (anticipate)

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42
Q

Influence

A

educated, lead/guide in advance of actions & decisions

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43
Q

High Level Goals of Organizational Behavior

A

Managers are concerned with explaining, predicting, and influencing individual behaviors

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44
Q

Six Important Workplace Behaviors

A

Employee productivity
Absenteeism
Turnover
Organizational citizenship
Job satisfaction
Workplace misbehavior

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45
Q

Productivity

A

performance measures of efficiency (time, resource use) and effectiveness (‘getting things done’)

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46
Q

Absenteeism

A

physically & mentally ‘in the game’; costs organization an average of 35% of payroll

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47
Q

Turnover

A

can be disruptive, costly (pre-pandemic low, UE rebounding!) – recruiting, selection, training

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48
Q

Organization Citizenship

A

: teamwork, ‘above & beyond’, avoiding unhealthy conflicts, volunteering

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49
Q

Job Satisfaction

A

higher levels of performance

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50
Q

Workplace Misbehavior

A

intentional employee behavior

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51
Q

Three psychological factors

A

Attitudes & Attribution Theory
Personality
Perception

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52
Q

evaluative statements

A

reflects how individuals ‘feel’

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53
Q

Cognitive

A

beliefs, opinions, knowledge, and opinions held by a person

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54
Q

Affective

A

emotional, feeling of an attitude

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55
Q

Behavorial

A

intentionally act in a certain way based upon the cognitive and affective components

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56
Q

Job Satisfaction

A

general attitude towards you wor

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57
Q

Job Involvement

A

self-worth & contribution

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58
Q

Organizational Commitment

A

loyalty

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59
Q

Highly engaged

A

connected to, satisfied with, enthusiastic!

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60
Q

Disengaged

A

‘check-out/not into it’; no energy or passion … ‘just a paycheck’ … ‘quiet quitting’

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61
Q

‘Cognitive Dissonance’ in Management

A

alter situations to reduce inconsistencies

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62
Q

Attitudes influence behaviors

A

which correlate with job satisfaction which leads to productivity, low turnover

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63
Q

evaluative

A

Challenging and interesting work

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64
Q

allocation

A

Equitable rewards systems

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65
Q

continuous

A

Coaching and support

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66
Q

Personality

A

unique combination of emotional, thoughts, and behavioral patterns that affects how a person reacts to situations and interacts with others

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67
Q

Physiological

A

stature, health, gender

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68
Q

Cultural

A

norms and values (achievement orientation, responsibility)

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69
Q

Family & Social Group

A

the most important, formative years

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70
Q

Role Determinants

A

maturity continuum

71
Q

Situational

A

uncontrollable events (i.e., structural changes in family and/or environment

72
Q

Self Esteem

A

how we view ourselves as individuals (i.e., confidence, assertiveness

73
Q

Locus of Control

A

degree to which people believe they control their environment: internal – own abilities and efforts; external – caused by someone of something else.

74
Q

Authoritarianism

A

focus on clear power and status differences (vs. participative) … reality, it’s a balance, and situational

75
Q

Dogmatism

A

inflexibility, closed-mindedness

76
Q

Dependability

A

behavioral consistency, personal responsibility and accountability

77
Q

Emotional Intelligence

A

Skills, capabilities, competencies that influence ability to handle ‘environmental’ demands and pressures

78
Q

Perception

A

individuals interpret their sensory impressions to give meaning to their environment.

79
Q

Range of Consumer Decisions

A

Consumers make a variety of decisions, ranging from simple (routine purchases like groceries) to complex (buying a car).

80
Q

Involvement Level

A

High-involvement decisions (e.g., buying a house) require more thought, while low-involvement decisions (e.g., buying a snack) are made quickly.

81
Q

Risk Level

A

Higher perceived risk (financial, social, or physical) increases decision complexity.

82
Q

Steps in the Consumer Decision-Making Journey:

A

Problem Recognition, Information Search, Evaluation of Alternatives, Purchase Decision, Post-Purchase Behavior

83
Q

Problem Recognition

A

Realizing a need or desire.

84
Q

Information Search

A

Looking for solutions (internal search—memory, or external search—online reviews)

85
Q

Evaluation of Alternatives

A

Comparing products based on attributes.

86
Q

Purchase Decision

A

Choosing a product and buying it.

87
Q

Post-Purchase Behavior

A

Reflecting on the purchase; may lead to satisfaction or cognitive dissonance.

88
Q

Components of Decision-Making Units:

A

Initiator, Influencer, Decider, Buyer, User

89
Q

Initiator

A

Recognizes the need.

90
Q

Influencer

A

Affects the purchase decision

91
Q

Decider

A

Makes the final decision.

92
Q

Buyer

A

Executes the purchase

93
Q

User

A

Uses the product.

94
Q

Internal Factors Impacting Consumer Decisions

A

Motivation, Personality, Perception, Learning and Attitudes,

95
Q

Motivation

A

Driven by needs (e.g., Maslow’s hierarchy

96
Q

Personality

A

traits influence preferences.

97
Q

Perception

A

How consumers perceive a product’s benefits.

98
Q

Learning and Attitudes

A

Past experiences shape current choices.

99
Q

Skewed Perceptions:

A

People’s perceptions can be biased due to prior experiences, selective attention, and cultural influences, leading to perceptual errors.

100
Q

Reference Groups

A

A reference group consists of people that influence an individual’s behavior (family, friends, celebrities).
informational (expert advice) or normative (social pressure)

101
Q

Role of Culture in Consumer Decision-Making

A

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
Q

Mistakes in Cross-Cultural Marketing

A

Common errors include language translation issues, cultural insensitivity, and assumptions about consumer preferences across different regions.

103
Q

Three Layers of a Product

A

Core Product, Actual Product, Augmented Product

104
Q

Core Product

A

The primary benefit (e.g., a car provides transportation

105
Q

Actual Product

A

Tangible features (brand, design, quality).

106
Q

Augmented Product

A

Additional services (warranty, customer service

107
Q

Types of Products and Marketing Strategies

A

Convenience Product, Shopping Products, Specialty Products

108
Q

Convenience Products

A

Low involvement, widely available (e.g., snacks).

109
Q

Shopping Products

A

Require comparison (e.g., electronics).

110
Q

Specialty Products

A

High involvement, unique attributes (e.g., luxury goods).

111
Q

New Product Development (NPD) Process

A

Steps include idea generation, concept testing, development, market testing, and commercialization.

112
Q

Marketing Strategy Variations Across the Product Life Cycle

A

Introduction, Growth, Maturity, Decline

113
Q

Introduction

A

Awareness creation

114
Q

Growth

A

Differentiate from competitors

115
Q

Maturity

A

Maintain market share

116
Q

Decline

A

Reduce costs or rebrand

117
Q

Organizing Products

A

Items, Lines, and Mixes

118
Q

Items

A

Individual products

119
Q

Lines

A

groups of related products

120
Q

Mixes

A

total assortment offered.

121
Q

Product Line Extensions

A

Adding variations to meet different needs

122
Q

Motivations for Product Line Extensions

A

Attract new customers, meet different needs, or respond to competitors.

123
Q

Drawbacks of Product Line Extensions

A

Risk of cannibalization (eating into sales of existing products) or brand dilution.

124
Q

Calculating Market Share

A

Market share = (Company’s sales / Total market sales) × 100
assessing competitive position.

125
Q

What is a Brand?

A

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
Q

Levels of Brand Loyalty

A

Awareness, Preference, Insistence

127
Q

Brand Equity

A

Measured by brand awareness, perceived quality, brand associations, and loyalty.
High brand equity leads to premium pricing, increased sales, and customer loyalty

128
Q

Types of Brands

A

National Brands, Private Label Brands

129
Q

National Brands

A

Manufacturer-owned

130
Q

Private Label Brands

A

Store-owned; rising in popularity for affordability.

131
Q

Brand Extensions

A

Using an established brand to launch new products.
Success depends on brand fit and customer expectations.

132
Q

Integrated Marketing Communications (IMC

A

Ensures all marketing tools deliver a consistent message.

133
Q

Promotional Tools

A

Mass Media, Target Media, Paid, Owned, and Earned Media

134
Q

Mass Media

A

Wide audience (TV, radio).

135
Q

Target Media

A

Niche audience (direct mail).

136
Q

Paid, Owned, and Earned Media

A

Paid ads, owned content, user-generated content.

137
Q

Purchase Funnel Stages

A

Top (Awareness, Middle (Consideration), Bottom (Conversion)

138
Q

Top (Awareness)

A

Use mass media to create awareness.

139
Q

Middle (Consideration

A

Use targeted ads.

140
Q

Bottom (Conversion

A

Use promotions or direct sales.

141
Q

Measuring Marketing Communications:

A

etrics include reach, engagement, conversion rate, and ROI.

142
Q

Media Schedules

A

Continuous, Flighting, Pulsing

143
Q

Continuous

A

Regular exposure (toothpaste ads)

144
Q

Flighting

A

Intermittent exposure (holiday sales)

145
Q

Pulsing

A

Mix of both (clothing brands).

146
Q

Distributive negotiation

A

“win-lose”, hostile M&A

147
Q

Integrative negotiation

A

“win-win”, cede less important items , ., employment bonuses; construction contracts w/ preferred subcontractors; recent Railroad strike avoidance; rise in ‘unionization’

148
Q

ZOPA

A

Zone of Possible Agreement - frames the matter

149
Q

Zone of Possible Agreement

A

Boundaries for the negotiation … sets context … forethought

150
Q

BATNA

A

Best Alternative to a Negotiated Agreement

151
Q

Best Alternative to a Negotiated Agreement

A

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
Q

Reservation Price (part of BATNA

A

price you are willing to pay

153
Q

Anchoring

A

set the expectation for an acceptable offer, i.e., ‘do your homework’

153
Q

Goals

A

clearly defined goals ,

154
Q

Distributed

A

(buy for as low as possible)

155
Q

Integrative

A

build LT relationships)

156
Q

Two primary tools for managing conflict

A

Understanding the source and focus of a particular conflict, Selecting the appropriate strategy/approach for resolution

157
Q

People-focused:

A

emotions are fueled by moral indignation

158
Q

Issue-focused

A

participants agree allocate resources

159
Q

Personal Differences

A

Conflicts stem from personal values and needs.
Value of building and managing a diverse workforce!

160
Q

Informational Deficiencies

A

Avoid ‘escalation of commitment’; don’t ‘jump the gun’, more easily resolved through clarification

161
Q

Role Incompatibility

A

Conflicts evolve from the perception that assigned goals and responsibilities compete with those of others

162
Q

Environmental Induced Stress: ‘uncertainty!’ vs. poor risk assessment!

A

Conflict results from the stressful events of the organizational environment

163
Q

Five Categories of (typical) Interpersonal Responses

A

Forcing
Accommodating
Avoiding
Compromising
Collaboration

164
Q

Balance along

A

Assertiveness and Cooperativeness Dimensions

165
Q

Forcing Response

A

Assertive, Uncooperative.
Satisfy personal needs at the expense of the other person.
Outcome: You feel vindicated; other person feels defeated

166
Q

Avoiding Response

A

Uncooperative, Unassertive.
sidestepping or postponing.
Outcome: Nothing (or things get worse) … long term frustration

167
Q

Accommodating Response

A

Cooperative, Unassertive.
Satisfy other party’s concerns but neglect your own.
Outcome: Other person can advantage of you; decreased power and credibility.

168
Q

Compromising Response

A

Moderate Cooperation & Assertiveness
‘spread the pain’ evenly
Outcome: Gamesmanship and suboptimal resolutions likely

169
Q

Collaborative Response

A

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
Q

Five Categories of Interpersonal Responses to Conflict

A

Personal, Situational Factors (Issue importance – extremely high?
Relationship importance – ongoing vs. one-time?
Relative power – boss?, peer?, consultant?
Time constraints – how urgent?)

171
Q

Initiator

A

frame what you will say, wait until emotions subside, Describe problem in terms of behaviors, consequences
Approach problems incrementally – build rapport & understanding

172
Q
A