Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PoM > PoM > Flashcards

PoM Flashcards

1
Q

organization

A

a collective effort to achieve specific objectives

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

efficiency

A

using minimal resources to achieve goals

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

effectiveness

A

choosing appropriate means to reach goals

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

basic variables

A
  • fixed costs
  • variable costs
  • break even point
  • marginal revenue
  • marginal costs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

transaction costs

A

costs incurred in market transactions

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

horizontal integration

A

combining firms in the same industry

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

vertical integration

A

combining firms at different production stages

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

joint stock corporation

A

business entity allowing share ownership

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

MNE

A
  • multinational enterprise
  • firm operating in multiple countries
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

power structures

A

influence dynamics within organizations

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

critical management studies

A

examines organizational problems like exploitation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

market failures

A

inefficiencies requiring government intervention

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

public sphere

A

political domain distinct from private business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

private sphere

A

domain of individual business activities

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

management role

A

coordinating activities in organizations

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

emergent processes

A

unplanned development within organizations

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

organizational structure

A

framework defining roles and responsibilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

strategic management

A

focus on long-term competitive success

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

complex organizations

A

firms with intricate structures and roles

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

cognitive reasons

A

challenges in maximizing due to understanding limits

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

ethical reasons

A

moral implications of profit maximization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

role of markets

A

efficient resource allocation mechanism

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

governance

A

supervision of managers to align interests

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

modern technologies

A

enable large scale production in organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

specialization

A

focus on specific tasks to increase efficiency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

coordination

A

efforts required for large organizations to function

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

weber

A
  • bureaucracy
  • 1921
  • management based on rational principles and authority
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

legitimate authority

A

acceptance of authority based on three types: charismatic, traditional, legal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

charismatic authority

A

leadership based on personal appeal and inspiration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

traditional authority

A

power derived from historical customs and practices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

legal authority

A

authority based on established laws and regulations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

bureaucracy characteristics

A
  • rules
  • specified competencies
  • hierarchy
  • technical training
  • neutrality
  • written recording of rules and decisions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

pros of bureaucracy

A

efficient, reliable, stable, precise management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

cons of bureaucracy

A
  • rigidity and lack of creativity
  • only takes into consideration impersonal factors
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

scientific management

A
  • focus on optimizing labor processes for efficiency
  • Taylor
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

time studies

A

(Taylor)

measure average time for specific tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

specialization increases efficiency due to:

A
  • learning effects: efficiency increases with repeated task performance
  • economies of scale: cost per unit decreases with increased production
  • synergies: accomplishing similar tasks reduces overall efforts
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

fayol’s functions of management

A
  • planning
  • organizing
  • command
  • coordination
  • control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

critique to taylor

A
  • motivation exclusively through money
  • can lead to monotony, increased speed of work, alienation and loss of self-determination
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

fayol

A
  • administrative approach
  • manage process as a whole
  • organizing as engineering
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

fayol critique

A
  • abstract principles
  • no empirical proof
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

assumptions about the individual

A
  • unreliable
  • unable to understand the organization and take responsibility
  • need to follow rules
  • exclusively motivated materially
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

assumptions about the organization

A
  • coordination comes from the top
  • all that matters is efficiency
  • future can be foreseen
  • division of labor
  • hierarchy
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

assumptions about theory

A
  • able to produce generally applicable rules
  • aim to increase efficiency
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

u-form

A

unitary structure focusing on functional differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

m-form

A

multidivisional structure to avoid u-form challenges

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

u-form challenges

A
  • too many interfaces
  • diffusion of responsibilities
  • overwhelming load at the top
  • low flexibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

matrix organization

A

combines functional and project-based leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

project organization

A

organizes tasks under unique and novel conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

integration

A

bringing together elements for consistent task processing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

differentiation vs integration

A

balancing specialization with cohesive task processing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

burns and stalker study

A

examined organizational structure in changing environments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

environmental influence

A

organizational structure affected by external conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

classical organization theories

A
  • early frameworks for understanding large organizations
  • focused on structures
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

critique of classical theories

A

overemphasis on formal features and authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

environmental turbulence

A

speed of innovation affecting organizational structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

mechanistic structure

A

organizational design suited for stable environment. rigidity and hierarchy.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

organismic structure

A

flexible design for adapting to turbulent conditions. requires cultural shift and commitment to shared goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

top-down decision making

A

hierarchical approach ineffective in turbulent environments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

horizontal communication

A

lateral information flow in organismic systems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

contingency theory

A

organizational structure depends on environmental conditions

62
Q

performance levels

A

organization must meet acceptable, not necessarily maximized, performance

63
Q

functional equivalents

A

multiple solutions exist for organizational problems

64
Q

organizational environment

A

includes global, technological, political, socio-cultural factors

65
Q

task environment

A

directly influences organization: competitors, suppliers, demanders

66
Q

complexity

A

number of diversity of elements in the environment

67
Q

dynamics

A

rate of change within the organizational environment

68
Q

pressure

A

threat level from environmental elements to organizations

69
Q

equivocality

A

conflicting interpretations complicating decision-making

70
Q

Ashby’s law

A

adaptive systems use match environmental variety

71
Q

organizational complexity

A

abstract concept evaluated by specialization and differentiation

72
Q

resource dependence theory

A

organizations rely on external resources controlled by others

73
Q

buffering

A

stockpiling resources to limit dependence

74
Q

legitimacy

A

perception of appropriateness in stakeholder relationships

75
Q

isomorphism

A

increasing similarity among organizations due to external pressures

76
Q

rationalized myths

A

structures that appear rational but lack efficiency

77
Q

stakeholder power

A

influence based on hierarchy, expertise, or resources

78
Q

legitimacy demands

A

pressures for organizations to conform to norms

79
Q

vertical differentiation

A

hierarchical layers within an organization increasing complexity

80
Q

horizontal differentiation

A

number of functions within an organization increasing complexity

81
Q

mimetic isomorphism

A

organizations imitate others to gain legitimacy

82
Q

coercive isomorphism

A

organizations are pressured to adopt certain features

83
Q

normative isomorphism

A

organizations conform to societal norms and standards

84
Q

decoupling

A

pretending to adopt practices while not implementing them

85
Q

institutional logics

A

different society spheres have unique legitimacy sources

86
Q

environmental determinism

A

environmental conditions dictate organizational responses

87
Q

value chain

A

how resources integrate in production processes

88
Q

core competencies

A

unique strengths that provide competitive advantage

89
Q

Porter’s five forces

A
  • threat of new entrants
  • bargaining power of customers
  • threat of substitutes
  • bargaining power of suppliers
  • rivalry among competitors
90
Q

market saturation

A

degree of competition in a market

91
Q

exit/entry barriers

A

costs associated with entering/leaving a market

92
Q

niche market

A

targeting specific segment of the market

93
Q

core market

A

primary area of business focus

94
Q

organizational analysis

A

evaluating internal strengths and weaknesses

95
Q

scenario development

A

creating potential future scenarios for planning

96
Q

feasibility

A

availability of resources to implement a strategy

97
Q

balanced scorecard

A

tool for measuring strategy implementation success

98
Q

structural considerations

A

organizational structure’s role in strategy execution

99
Q

strategic HR management

A

aligning HR practices with strategic objectives

100
Q

premise control

A

monitoring foundational assumption of a strategy

101
Q

Hawthorne experiments

A
  • study on how working conditions affect productivity
  • increases in productivity cannot be explained by working conditions, but by individual employees and their interactions
102
Q

human relations movement

A
  • focus on employee motivation and interpersonal relations
  • contrast with Taylor
103
Q

immaterial incentives

A
  • goal attainment
  • pride in the work
  • influence
104
Q

zone of indifference

A

area where employees accept authority without question

105
Q

Maslow’s hierarchy of needs

A
  • needs categorized by urgency
  • in organizations: the more an organization allows individuals to meet their needs, the more motivated they will be
106
Q

critique of maslow

A

questions validity and measurement of needs

107
Q

Herzberg’s motivation-hygiene theory

A
  • study on factors affecting job satisfaction
  • dissatisfaction as a result of external factors
  • satisfaction as a result of work-internal factors
108
Q

dissatisfiers/hygiene factors

A
  • dissatisfaction as a result of external factors

-e.g.: company policy, supervision, relationship with supervisor

109
Q

satisfiers/motivators

A
  • satisfaction as a result of work-internal factors
  • e.g.: achievement, recognition, work itself, responsibility, growth
110
Q

personal planning

A

ensuring adequate quality and quantity of personnel

111
Q

theory X

A
  • assumes humans dislike work and need control. wage is not sufficient for motivation.
  • problematic outcomes (“vicious circle”)
112
Q

theory Y

A
  • assumes work can fulfill human potential. humans have an untapped potential for creativity
  • desirable outcomes (“virtuous circle”)
113
Q

intrinsic motivation

A

motivation derived from work itself

114
Q

extrinsic motivation

A

motivation from external incentives, like wages

115
Q

crowding out effect

A

extrinsic incentives diminish intrinsic motivation

116
Q

over-justification

A

external rewards undermine intrinsic motivation

117
Q

task identity

A

completion of a whole, identifiable piece of work

118
Q

managerial legitimacy

A

ideological function securing management’s authority

119
Q

emergent organizational phenomena

A

processes beyond formal structures and intentons

120
Q

rational-choice perspective

A

individuals make decisions to maximize efficiency

121
Q

emergent decision making

A

decisions shaped by organizational processes

122
Q

organizational differentiation

A

departments operate with unique rules and perceptions

123
Q

organized anarchy

A

decision-making resembles a ‘garbage can’ model

124
Q

oversight

A

formal decisions made, core problems unresolved

125
Q

flight

A

formal decisions shifted, core problems remain

126
Q

resolution

A

formal decisions lead to solving core problems

127
Q

formal groups

A

planned groups focused on specific tasks

128
Q

informal groups

A

unplanned groups based on personal connections

129
Q

formal groups

A

planned groups focused on specific tasks

130
Q

cohesion

A

stability increases with group homogeneity

131
Q

groupthink

A

cohesive groups prioritize unanimity over critical thought

132
Q

symptoms of groupthink

A

indicators include illusion of invulnerability and self-censorship

133
Q

avoiding groupthink

A

encourage doubt and designate a ‘devils advocate’

134
Q

espoused values

A

unwritten moral standards shared by members

135
Q

typologies of cultures

A

attempts to categorize complex organizational cultures

136
Q

dysfunctional cultures

A

negative cultures influenced by CEO personality

137
Q

positive effects of culture

A

includes efficient communication and team spirit

138
Q

negative effects of culture

A

includes barriers to change and closure tendencies

139
Q

culturalism

A

culture as a lifeworld beyond managerial influence

140
Q

course correction

A

middle ground approach to cultural change

141
Q

emergence

A

a central feature in organizational behavior

142
Q

limited rationality

A

decisions often arise from emergent, not rational, processes

143
Q

power dynamics

A

interactions of power and resistance within organizations

144
Q

causal power

A

A causes B to perform an action

145
Q

episodic power

A

power is observable through specific behaviors

146
Q

situational power

A

power varies across different contexts and situations

147
Q

bases of coercive power

A

sources include position, skills, and resources

148
Q

external uncertainty

A

low levels in monopolistic companies affect power

149
Q

internal uncertainty

A

machinery malfunctions create challenges for technicians

150
Q

value statements

A

impulses for re-orientation in organizational culture

151
Q

resisting coercion

A

refusal undermines power’s flow of domination

152
Q
A

PoM (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions