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MGT-420 > Topic 8 Terms > Flashcards

Topic 8 Terms Flashcards

1
Q

After-Action Review

A

A systematic assessment of lessons learned and results accomplished in a completed project

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2
Q

Agile Organization

A

Fast- moving, open to change, and internally connected top to bottom and side to side

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3
Q

Authority-And-Responsibility Principle

A

Principle that says authority should equal responsibility when work is delegated

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4
Q

Balance Sheet

A

Shows assets and liabilities in a point in time

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5
Q

Balanced Scorecard

A

Tallies organizational performance in financial, customer service, internal process, and innovation areas

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6
Q

Biculturalism

A

When minority members display characteristics of majority cultures in order to succeed

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7
Q

Bottom-Up Change

A

Change initiatives come from all levels of the organization

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8
Q

Breakeven Analysis

A

Performs what-if calculations under different revenue and cost conditions

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9
Q

Breakeven Point

A

When revenues just equal costs

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10
Q

Bureaucracy

A

Emphasizes formal authority, order, fairness, and efficiency

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11
Q

Buraeucratic Control

A

Influencing behavior through strict authority, policies, procedures and supervision

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12
Q

Centralization

A

The concentration of authority for most decisions is at the top level of an organization

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13
Q

Chain Of Command

A

Links all employees with successively higher levels of authority

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14
Q

Change Leader

A

Takes initiative in trying to change behavior of another person or within a social system

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15
Q

Changing

A

The phase when a planned change actually takes place

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16
Q

Clan Control

A

Influences behavior through norms and expectations set by the organizational culture

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17
Q

Co-Cultures

A

Members share similar beliefs and values based on their work

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18
Q

Concurrent Control

A

What happens during the work process

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19
Q

Control Equation

A

Need For Action = Desired Performance - Actual Performance

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20
Q

Controlling

A

Measuring performance and taking action to ensure desired results

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21
Q

Core Culture

A

Consists of core values, assumptions and beliefs that shape and guide people’s behaviors in an organziation

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22
Q

Core Valuesq

A

Beliefs and values shared by organization members

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23
Q

CPM/PERT

A

A combination of the critical path method and the program evaluation and review technique

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24
Q

Critical Path

A

Longest pathway in CPM/PERT network

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25
Q

Cross-Functional Teams

A

Bring together members from different functional departments

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26
Q

Customer Structure

A

Groups together people and jobs that serve the same customers or clients

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27
Q

Decentralization

A

The dispersion of authority to make decisions through all levels

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28
Q

Delegation

A

The process of distributing and entrusting work to others

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29
Q

Divisional Structure

A

Groups people together based on product, geography, customer type and process

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30
Q

Double-Bind Dilemma

A

Where female leaders get criticized when they act consistent with female subculture stereotypes and male stereotypes alike

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31
Q

Economic Order Quantity

A

Method that places new orders when inventory levels fall to predetermined points

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32
Q

Empowerment

A

Allowing others to make decisions and exercise discretion

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33
Q

Ethnocemntrism

A

Belief that one’s subculture is superior to all others

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34
Q

Feedback Control

A

Takes place after an action is completed

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35
Q

Feedforward Control

A

Occurs prior to work beginning

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36
Q

Flat Structure

A

Wide span of control and few hierarchical levels

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37
Q

Force-Coercion Strategy

A

Pursuing change through formal authority or punishments

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38
Q

Formal Structure

A

Official structure of the organization

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39
Q

Functional Chimney

A

Lack of communication, coordination, and problem solving across functions

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40
Q

Functional Structure

A

Groups people together with similar skills who perform similar tasks

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41
Q

Gantt Chart

A

Graphically displays the scheduling of tasks required to complete a project

42
Q

Gender Subcultures

A

Form among persons who share gender identities and display common patterns of behavior

43
Q

Generational Subcultures

A

Form among persons who work together and share similar ages

44
Q

Geographical Structure

A

Groups people together that perform jobs in the same location

45
Q

Glass Ceiling

A

An invisible barrier to advancement by women and minorities in organizations

46
Q

Glass Closet

A

A self-imposed persona adopted LGBTQ persons in order to hide their identity

47
Q

Implicit Bias

A

An embedded prejudice that people don’t recognize they have

48
Q

Improvisational Change

A

Making continual adjustments as changes are being implemented

49
Q

Income Statement

A

Shows profits or losses at one point in time

50
Q

Incremental Change

A

Bending and then adjusting ways to improve performance

51
Q

Informal Structure

A

Set of social networks found in unofficial relationships among the members of an organization

52
Q

Input Standard

A

Measures work efforts that go into a performance task

53
Q

Inventory Control

A

Ensures that inventory is only big enough to meet immediate needs

54
Q

Just-In-Time Scheduling

A

Routes materials to workstations just in time for use

55
Q

Leading Diversity

A

A leadership approach that creates an organizational culture that respects diversity and supports multiculturalism

56
Q

Leaking Pipeline Problem

A

When otherwise qualified women and minorities drop out of upward career paths

57
Q

Market Control

A

The influence of market competition on behavior of organizations

58
Q

Matrix Structure

A

Combines functional and divisional approaches to create cross-functional teams

59
Q

Mechanistic Design

A

Centralized, narrow span of control, many rules

60
Q

Microagressions

A

Disrespectful, demeaning, and hurtful sexism and racism behaviors

61
Q

Multocultural Organization

A

Organization that has core values that respect diversity

62
Q

Multiculturalism

A

Inclusivness, pluralism, and respect for diversity

63
Q

Network Structure

A

Uses information technologies to link with networks of outside suppliers and service contractors

64
Q

Observable Culture

A

The way members behave, as well as stories, heroes, rituals and symbols

65
Q

Occupational Subcultures

A

Form among persons who share the same skills and work responsibilities

66
Q

Organic Design

A

Decentralized, wide span of control, fewer rules

67
Q

Organization Chart

A

Describes arrangement of work positions within an organization

68
Q

Organizational Structure

A

System of tasks, reporting relationships and communication linkages

69
Q

Organizational Culture

A

System of shared beliefs and values that guide behavior in organizations

70
Q

Organizing

A

Arranges, connects, and integrates people and resources to accomplish a common purpose

71
Q

Output Standard

A

Measures performance results in terms of quantity, quality, cost, or time

72
Q

Pareto Principle

A

States that 80% of consequences come from 20% of causes

73
Q

Process Structure

A

Groups jobs that are part of same processes

74
Q

Product Structure

A

Groups people together that are focused on a single product or service

75
Q

Project Management

A

The responsibility for overall planning, supervision, and the control of projects

76
Q

Task Force

A

Convened for a particular task and disband once that task is completed

77
Q

Projects

A

One-time activities with many component tasks that must be completed in proper order and according to budget

78
Q

Rational Persuasion Strategy

A

Pursues change through empirical data and rational argument

79
Q

Refreezing

A

The phase at which change is stabilized

80
Q

Self-Control

A

Internal control that occurs through self-management and self-discipline

81
Q

Self-Enchancement Bias

A

The tendency to view oneself as more capable, intelligent, and ethical than others

82
Q

Self-Managing Team

A

Members share roles and leadership responsibilities while working toward a common goal

83
Q

Shared Power Strategy

A

Pursues change by participation in assessing change needs, values, and goals

84
Q

Social Network Analysis

A

Identifies the informal structures and their embedded social relationships that are active in an organization

85
Q

Socialization

A

The process through which new members learn the culture of an organization

86
Q

Span Of Control

A

The number of subordinates directly reporting to a manager

87
Q

Staff Positions

A

Provide technical expertise for other parts of the organization

88
Q

Strategic Alliance

A

A cooperation agreement with another organization to jointly pursue activites of mutual interesr

89
Q

Strong Organizational Cultures

A

Clear, well-defined, and widely shared among members

90
Q

Structural Bias

A

Exists as organizational norms and practices that discourage or inhibit the advancement of women and minorities

91
Q

Symbolic Leader

A

Someone whose words and actions consistently communicate core values

92
Q

Tall Structure

A

Have narrow spans of control and many hierarchical levels

93
Q

Team Structure

A

Permanent and temporary cross-functional teams are used to improve lateral relations

94
Q

Top-Down Change

A

The change initiatives come from senior management

95
Q

Transformational Change

A

Results in a major and comprehensive redirection of the organization

96
Q

Unfreezing

A

The phase during which a situation is prepared for change

97
Q

Value-Based Management

A

Actively develops, communicates, and enacts shared values

98
Q

Virtual Structure

A

Uses powers of teams, technology and temporariness (3 T’s)

99
Q

Work Process

A

A group of related tasks that collectively creates a valuable work product

100
Q

Workplace Spirituality

A

Creates meaning and shared community among organizational members

MGT-420 (7 decks)

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