Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

BU398 > Final > Flashcards

Final Flashcards

1
Q

characteristics of large organizations

A 
economies of scale
global reach
vertical hierarchy
complex
stable markets
provide longevity, raises, and promotions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

characteristics of small organizations

A 
responsive, flexible
regional reach
flat structure, organic
simple
niche finding
entrepreneurs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

big company/small company hybrid

A

combines large corporation’s resources and reach with a small company’s simplicity and flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

4 stages of organization life cycle

A
  1. entrepreneurial stage
  2. collectivity stage
  3. formalization stage
  4. elaboration stage
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

entrepreneurial stage

A

emphasis is on creating a product and surviving in the marketplace

crisis: need for leadership - must adjust structure to accommodate growth or bring in strong managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

collectivity stage

A

strong leadership and begins to develop clear goals and direction

crisis: need for delegation - top managers don’t want to give up responsibility to lower level managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

formalization stage

A

installation of rules, procedures, control systems

crisis: too much red tape - need to eliminate unnecessary red tape

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

elaboration stage

A

collaboration and teamwork

crisis: need for revitalization - may enter periods of temporary decline, top managers often are replaced

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

6 characteristics of bureaucracy

A
  1. rules and procedures
  2. specialization and division of labour
  3. hierarchy of authority
  4. technically qualified personnel
  5. separation of position and incumbent
  6. written communications and records
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

incident command system (ICS)

A

developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

3 types of organizational control strategies

A
  1. bureaucratic control
  2. market control
  3. clan control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

bureaucratic control

A

formal control mechanisms to control employee behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

3 types of authority that explains the creation and control of large organizations

A
  1. rational-legal authority (most corporations)
  2. traditional authority (monarchies)
  3. charismatic authority (steve jobs)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

market control

A

price competition is used to evaluate the output and productivity of an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

clan control

A

use of social characteristics (corporate culture, shared values, commitments, traditions, and beliefs) to control behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

organizational decline

A

associated with environmental decline in the sense that an organizational domain experiences either a reduction in size or shape

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

3 factors causing organizational decline

A
  1. organizational atrophy
  2. vulnerability
  3. environmental decline or competition
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

organizational atrophy

A

organizations grow older and become inefficient and overly bereaucratized

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

vulnerability

A

small organizations that aren’t fully established are vulnerable to shifts in consumer tastes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

environmental decline or competition

A

reduced resources available to support an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

5 stages of decline

A
  1. blinded
  2. inaction
  3. faulty action
  4. crisis
  5. dissolution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

blinded stage

A

change that threatens long term survival

solution: develop effective scanning and control systems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

inaction stage

A

denial despite signs of deterioration

solution: leader must acknowledge and take action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

faulty action stage

A

failure to adjust can result in failure, leaders forced to consider major changes

solution: retrenchment, downsizing, clarification

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
crisis stage
chaos, efforts to go back to basics, sharp changes solution: major reorganization, severe downsizing
26
dissolution stage
decline is irreversible solution: close down organization and reduce separation trauma of employees
27
3 techniques to smooth downsizing process
1. communicate more 2. provide assistance to displaced workers 3. help survivors thrive
28
incremental change
series of continual progressions that maintain an organizations' general equilibrium and often affect only one organizational part
29
radical change
transform entire organization (ex. shifting entire organization from a vertical to horizontal structure)
30
4 strategic types of changes
1. technology change 2. product and service changes 3. strategy and structure changes 4. culture changes
31
5 elements for successful change
1. ideas 2. need 3. adoption 4. implementation 5. resources
32
4 techniques to create an ambidextrous organization - technological change
1. switching structures - creating an organic structure for the initiation of new ideas 2. creative departments - initiate change, idea incubator 3. venture teams - small team set up as its own company to pursue innovations 4. corporate entrepreneurship - develop an internal entrepreneurial sprit that will product higher number of innovations
33
skunkworks
separate, small, informal, highly autonomous that focuses on breakthrough ideas for the business
34
new-venture fund
provides resources for employees to develop new ideas, products, or business
35
2 types of idea champions
1. technical champion - generates idea and is devoted to it | 2. management champion - supporter of technical champion to promote new idea
36
horizontal coordination model - product change
3 components of organizational design needed to achieve new product innovation 1. specialization 2. boundary spanning 3. horizontal coordination
37
dual-core approach - strategy/structure change
identifies the unique processes associated with administrative change compared to those associated with technical change org. must adopt frequent administrative changes and need to be structured differently than organizations that rely on frequent technical changes
38
3 forces for culture change
1. reengineering and horizontal organizing 2. diversity 3. the learning organization
39
organization development (OD)
attempts fundamental changes to improve organizational adaptability e.g. large group intervention team building interdepartmental activities
40
4 stages of commitment to change
1. preparation 2. acceptance 3. commitment - installation 4. institutionalization - stabilizing the change
41
5 barriers to change
1. excessive focus on costs 2. failure to perceive benefits 3. lack of coordination and cooperation 4. uncertainty avoidance 5. fear of loss
42
7 techniques for change implementation
1. establish a sense of urgency for change 2. establish a coalition to guide the change 3. create a vision and strategy for change 4. find an idea that fits the need 5. develop plans to overcome resistance to change 6. create change teams 7. foster idea champions
43
3 motivations for global expansion
economies of scale economies of scope low-cost production factors
44
4 stages of international development
1. domestic 2. international 3. multinational 4. global
45
consortia
groups of firms that venture into new products and technologies
46
globalization strategy
standardization of product design and advertising strategy throughout the world
47
multidomestic strategy
competition in each country is handled independently of other countries
48
international division
a division that is equal in status to other major departments
49
global product division structure
product divisions take responsibility for global operations in their specific product areas division handles products that are technologically similar and can be standardizes for marketing worldwide
50
global geographic division structure
organization divides its operations into world regions, each reporting to the CEO mature product lines and stable technologies
51
global matrix structure
both product and geographical structures are implemented to achieve a balance between standardization and globalization
52
transnational teams
work groups made up of multinational members whose activities span multiple countries
53
4 characteristics of transnational teams
1. assets and resources are dispersed worldwide into highly specialized operations that are linked together through interdependent relationships 2. structures are flexible and ever-changing 3. subsidiary managers initiate strategy and innovations that become strategy for the corporation as a whole 4. unification and coordination are achieved primarily through corporate culture, shared vision and values, and management system, rather than through formal structures and systems
54
3 global coordination mechanisms
1. global teams - work groups made up of multinational members whose activities span multiple countries 2. headquarters planning - hq takes active role in planning to keep pieces moving together in the same direction 3. expanded coordination roles - specific organizational roles for coordination to integrate all pieces
55
programmed decisions
repetitive and well defined, and procedures exist for resolving the problem
56
nonprogrammed devisions
novel, ill structured, and poorly defined, and no procedure exists for solving the problem
57
rational approach
ideal method for how managers should make decisions
58
bounded rationality perspective
how decisions actually have to be made under severe time and resource constraints
59
4 types of organizational decision making processes
1. management science 2. carnegie model 3. incremental decision process mode 4. garbage can model
60
management science approach to decision making
- use of statistics to identify relevant variables - removed human element - military decisions
61
carnegie model
- final decision is based on a coalition among managers | - decisions made to satisfice rather than to optimize
62
incremental decision process model
- tells more about the structured sequence of activities undertaken from the discovery of a problem to its solution - 3 major decision phases: identification, development, and selection
63
2 main decision making methods of a learning organization
1. combining carnegie and incremental decision process models 2. garbage can model
64
garbage can model
- pattern or flow of multiple decisions | - think of whole organization
65
4 consequences of garbage can model
1. solutions may be proposed even when problems do not exist 2. choices are made without solving problems 3. problems may persist without being solved 4. few problems are solved
66
2 characteristics of organizations that determine the use of decision approachs
1. problem consensus - agreement among managers about the nature of a problem 2. technical knowledge - understanding about how to solve problems and reach organizational goals
67
rule of law
set of codified principles that describe how people are required to act
68
values-based leadership
relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader
69
formal structure and systems
- structure (ethics committee, chief ethics officer) - disclosure mechanisms (whistleblower policy) - code of ethics - training programs
70
NEVL
response to unfavourable conditions neglect exit voice loyalty
71
3 views of business-society-nature
1. disparate - business takes priority (narrow scan) 2. intertwined - all equally important (broad scan) 3. embedded - nature, society, then business (broad scan)
72
cooperatives
- owned/operated by and for members | - democratically controlled
73
social enterprise
application of entrepreneurial business skills to the creation of an enterprise whose primary purpose is to solve social and environmental problems
74
b corps
benefit corporations gives legal permission and protection to officers and directors to consider all stakeholders, not just shareholders additional rights for shareholders to hold directors and officers accountable to these interests
75
cic
community interest companies - community purpose - cap on ROI - restrictions on asset transfer - asset lock - community interest report

BU398 (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions