FSOT Master 15 Flashcards
steps in problem-solving and decision-making
define the problem, analyze info and try to understand cause-and-effect relations, generate alternative solns, identify criteria, make decision, develop action/contingency plans
Strategic Goals
Mission statement, Strategic plans, Past Experience, Feedback from External Environment, Control System Design
Strategic Planning
The process of creating long-range (one to five years), broad goals for the organization and determining what resources will be needed to accomplish those goals.
strategic plans
overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years
strategy
a broad conception of how to achieve the organization’s goals
Strong cultures:
Commit members to do things that are in the best interests of the organization.
Subsystem
smaller systems that operate within the context of a larger system
Supervisory Management
Managers who design and carry out operational plans for the ongoing daily activities of the firm.
Supplier dependence
the degree to which a company relies on a supplier because of the importance of the suppliers products to the company’s and the difficulty of finding other sources for that product
suppliers
companies that provide material, human, financial, and informational resources to other companies
supportive leadershipÂ
House’s Path-Goal theory; used in routine, repetitive situations
Sustainable development
meeting current needs without compromising future needs.
Sweatshops
employing workers at low wages for long hours and in poor working conditions.
Synergy
when two or more subsystems working together can produce more than they can working apart
System
a set of interrelated elements or parts that function as a whole
systems approach (theory)
see an organization in terms of its parts (sub-systems)
Tactical Plans
plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to specific goals within its mission
Taft-Hartley Act (1947)Â
tried to balance power more equally b/w labor and mgmt; outlawed the closed-shop (which required union membership before employment)
Task Structure
One of Fiedler’s situational contingencies that described the degree to which job assignments were formalized and procedurized
Team Leaders
managers responsible for facilitating team activities towards accomplishing a goal
Technical skills
the specialized procedures, techniques, and knowledge required to get the job done
technological forecasting
predicting the state of scientific and technological knowledge and the kind of machinery and skills that will exist
technology
the knowledge, tools, and techniques used to transform input into output
Temporal immediacy
the time between an act and the consequences the act produces