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ARE 112 > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

What is social facilitation?

A

When we are suddenly more aware of what’s going on around us –> we tend to perform better at tasks that are well-learned and simple BUT when completing a difficult or new task our level decreases and we tend to do more poorly.

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2
Q

What is groupthink?

A
  • the phenomenon of when a group is cohesive they tend to stifle dissent because group harmony is the anticipated outcome
  • the group is more important than the individual
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3
Q

What is group polarization?

A
  • a group’s tendency to talk itself into extreme positions –> creates internal fuel –> pushes itself forward faster than originally intended
  • not good if there are consequences
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4
Q

What is social loafing?

A

A theory states that as a group gets larger, the individual contribution decreases disproportionately to the group size.

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5
Q

What is self-referencing group?

A
  • the group members reference themselves not by outside measures but by the standards or norms of the group
  • does not challenge yourself to do better
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6
Q

What is fundamental attribution error?

A
  • the tendency of a person to attribute a person’s action to their character or personality
  • judging a book by its cover
  • ex: Alex assumed that there was a problem at the plant when he saw Bill Peach’s car
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7
Q

What are the two types of fundamental attribution error?

A
  1. Disposition or personality
  2. Situation in explaining social behavior
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8
Q

Statistical Process Control

A
  • prevents errors
  • ex: total quality management six sigma
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9
Q

What are the customer specification limits?

A
  • specific criteria or requirements defined by the customer for a product or service
  • 3 parts:
    1. Process control
    2. Upper control limit
    3. Lower control limit
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10
Q

What is process control?

A
  • the ability to monitor and adjust a process to give a desired output.
  • customer specification limit
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11
Q

Red-bean experiment

A
  • used to illustrate several points about poor management practices (ex: the fallacy of rating people and ranking them in order of performance for next year, based on previous performance)
  • used statistical theory to show that even though a “willing worker” wants to do a good job their success is directly tied to and limited by the nature of the system they are working within
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12
Q

Headcounts

A
  • number of people working for you
  • managed by dashboards
  • used by HR
  • critical success factor
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13
Q

Dashboards?

A
  • used by HR
  • allows HR to track, analyze, and report
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14
Q

What are the 3 SKA’s for job design?

A
  1. Skills
  2. Knowldge
  3. Abilities
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15
Q

What are the 7 protected classes?

A
  1. All persons of color
  2. National origin
  3. Gender (does not include sexual orientation)
  4. Religion
  5. Disabilities
  6. Age
  7. Pregnancy
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16
Q

Legal theories of discrimination

A
  1. Adverse Treatment
  2. Adverse Impact - a substantially different rate of selection in hiring, promotion, or other employment decision which works to the disadvantage of members of race, sex, or ethnic group
    (ex: physical ability tests typically have an adverse impact on women)
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17
Q

Adverse impact

A
  • a substantially different rate of selection in hiring, promotion, or other employment decision which works to the disadvantage of members of race, sex, or ethnic group
  • ex: physical ability tests typically have an adverse impact on women
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18
Q

Harassment creates

A

a hostile or offensive work environment

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19
Q

What are the two types of harassment?

A
  1. Sexual harassment
  2. Racial or ethnic harassment
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20
Q

What are the fair labor standards act mentioned in our class?

A
  1. Nonexempt employees - entitled to overtime pay
  2. Exempt employees - not entitled to overtime pay
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21
Q

Usefulness of information

A
  1. Timeless - information is available in time to make the optimal decision
  2. Relevance - only the information needed by the manager is provided
  3. Completeness - the other side of relevance; information that is needed is provided and if not the uncertainty, ambiguity, and risk increase
  4. Quality - accuracy and reliability describe the quality of the information
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22
Q

What are transaction processing systems (TPS)?

A

Traditional accounting and finance applications like payroll and sales recording.

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23
Q

What are operational information systems?

A

Applications that move along the supply chain: inventory control, order-processing, procurement, and human-relations management.

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24
Q

What is decision-making?

A

The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action.

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25
Q

Many decisions relate to

A
  1. Resource acquisition (or disposal)
  2. Resource allocation or withholding resources
  3. Resources utilization
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26
Q

Structured model

A
  • framework to analyze decision making
  • ROTE habit forming
  • uses less resources
  • simple
  • ex: cup of coffee every morning
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27
Q

Unstructured model

A
  • framework to analyze decision making
  • not habit forming
  • hard to do
  • not simple
28
Q

What are the 7 components of a decision environment?

A
  1. Bounded rationality
  2. Risk
  3. Uncertainty
  4. Information symmetry
  5. Ambiguous information
  6. Time constraints
  7. Information costs
29
Q

What are the 3 tiers in the conceptual model?

A

Tier 1 - Partners that you directly conduct business with (ex: tomato sellers)

Tier 2 - Where Tier 1 suppliers get their materials (ex: tomato farmers)

Tier 3 - One step further removed from final product and typically work in raw materials (ex: fertilizer)

30
Q

What is cycle time?

A

How long it takes a product to go from tier 1 to tier 3 in the conceptual model. The time taken to convert raw materials to finished goods.

31
Q

What example was used to show cycle time in class?

A

Peep

32
Q

What is inventory turnover?

A

How long it takes to sell inventory

33
Q

What were the two techniques discussed in class to measure processing time?

A
  1. cycle time
  2. inventory turnover
34
Q

Distribution channel

A

physical flow (true supply chain) –> title deed flow (when ownership of product transfer to customer) –> payment flow (how sellers get paid) –> information flow

35
Q

Value chain

A
  • measures efficiency and effectiveness of the supply chain
  • 2 components: support/secondary activity, primary activity (any activity that physically touches the product)
  • big picture model
  • analytical tool
36
Q

Direct vs Indirect Procurement

A

Direct
- go into your product
- one buyer buys from one seller

Indirect
- do not go into your product
- multiple buyers buy from multiple sellers

37
Q

Demand chain

A
  • you only make what you sell
  • what does the customer want rather than what can I make
38
Q

8 organizational behavior within business systems

A
  1. Lines of authority - who’s your boss
  2. Delegation
  3. Abdication
  4. Span of control - how many people work for you
  5. Authority - assigns work
  6. Responsibility - does the work
  7. Stakeholder - has an interest in the work but varying degrees of authority and responsibility
  8. Owner or ownership - has the primary authority and responsibility for the work (organizational ownership not legal ownership)
39
Q

8 organizational behavior within business systems

A
  1. Lines of authority - who’s your boss
  2. Delegation
  3. Abdication
  4. Span of control - how many people work for you
  5. Authority - assigns work
  6. Responsibility - does the work
  7. Stakeholder - has an interest in the work but varying degrees of authority and responsibility
  8. Owner or ownership - has the primary authority and responsibility for the work (organizational ownership not legal ownership)
40
Q

Classical Conditioning

A
  • Ivan Pavlov
  • we develop responses to certain stimuli that are not naturally occurring
  • ex: Alex knows something is wrong when Bill Peach shows up at the plant
41
Q

Operant Conditioning

A
  • thought of as learning
  • we want to foster operant learning in firms rather than classical learning
42
Q

4 p’s (draw)

A
  1. Product
  2. Price
  3. Promotion
  4. Placement
  5. Target markets
    - firm view
43
Q

Boston Consulting Group Growth Share -Matrix (draw)

A
  • cash cows: low market growth rate but high relative market share
  • stars: high market growth rate and high relative market share
  • question marks: high market growth rate but low relative market share
  • dogs: low market growth rate and low relative market share
  • dynamic model
  • firm view
44
Q

SWOT Analysis (draw)

A
  • Strengths
  • Weakness
  • Opportunity
  • Threats
  • firm view
45
Q

Balanced Scorecard (BSC)
(draw)

A
  1. Financial
  2. Customer
  3. Internal Business Processes
  4. Learning and Growth
  5. Metrics
  6. Initiatives
    - firm view
    - ex: Duke Hospital
46
Q

Porter’s Five Forces Model (draw)

A
  • suppliers
  • customers or buyers
  • substitutes
  • potential entrants
  • industry members
  • industry view
  • has to do with competitive forces
  • no quantitative measures only qualitative measures
47
Q

Business Case

A
  • the why and the what
  • captures the reasoning for initiating a project or task
48
Q

Framework for strategic thinking

A
  1. Strategic Intent - a disciplined approach to only do what matters
  2. A system perspective - what are my resources?
  3. Thinking in time - vision; where do we want to take systems?
  4. Intelligent opportunism - how do you connect resources to vision?
  5. Hypothesis-driven - contingency thinking; what happens when we get there?
49
Q

10 Threats to the change process

A
  1. Degree of change
  2. Time frame
  3. Impact of culture
  4. Loss of existing benefits
  5. Threat to position power
  6. Threat to security
  7. Redistribution of power
  8. Disturb existing social networks
  9. Uncertainty regarding change
  10. Disruption of routine
50
Q

Power

A
  • used to change beliefs and/or behavior
  • need power to start change
  • 5 types:
    1) coercive power
    2) legitimate power
    3) expert power
    4) referent power
    5) reward power
51
Q

Coercive power

A
  • the power to punish
  • worse power
52
Q

Legitimate power

A
  • power granted by some authority
  • ex: Alex was made boss of the plant
53
Q

Expert power

A
  • the power to have some specific skill or knowledge not found in others
  • can be held by anyone
  • ex: Ralph from the Goal
54
Q

Referent power

A
  • the power of admiration or respect
  • best power to have
  • ex: Lou from the Goal
55
Q

Reward power

A
  • the power of being able to provide a reward to others
  • should be coupled with legitimate power
56
Q

How do you affect change?

A

Phase method (ex: Duke and Deloitte cases)
1. unfreezing - preparing for change
2. Changes
3. Refreeze - change is stabilized

Crossover approach
- common method
- smaller changes
- ex: IBM Lou in corporate jet

57
Q

Staff function

A
  • supports what the organization does
  • seen in value chain
58
Q

Line function

A
  • directly advances an organization in its core work
  • seen in value chain
59
Q

Areas or the focus of creativity

A
  1. Productivity - generally called R & D
  2. New products
  3. New structures
60
Q

Innovation

A
  • apply new ideas to the organization
    1. Invent
    2. Develop
    3. Diffuse
    4. Integrate
    5. Monitor
61
Q

Framework for competitive advantage

A
  1. Efficiency
  2. Quality
  3. Innovation
  4. Responsiveness to customers
62
Q

Where do we see the manager’s values?

A
  1. Courage
  2. Candor
  3. Competence
  4. Commitment
63
Q

4 task in management

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
64
Q

Strategic analytical lenses that are firm view

A
  • The Four P’s
  • Swot Analysis
  • Balanced Scorecard
  • Boston Consulting Group Growth Share Matrix
65
Q

Strategic analytical lenses that is/are industry view

A

Porter’s Five Forces Model

ARE 112 (4 decks)

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