Topic 8 Terms Flashcards
After-Action Review
A systematic assessment of lessons learned and results accomplished in a completed project
Agile Organization
Fast- moving, open to change, and internally connected top to bottom and side to side
Authority-And-Responsibility Principle
Principle that says authority should equal responsibility when work is delegated
Balance Sheet
Shows assets and liabilities in a point in time
Balanced Scorecard
Tallies organizational performance in financial, customer service, internal process, and innovation areas
Biculturalism
When minority members display characteristics of majority cultures in order to succeed
Bottom-Up Change
Change initiatives come from all levels of the organization
Breakeven Analysis
Performs what-if calculations under different revenue and cost conditions
Breakeven Point
When revenues just equal costs
Bureaucracy
Emphasizes formal authority, order, fairness, and efficiency
Buraeucratic Control
Influencing behavior through strict authority, policies, procedures and supervision
Centralization
The concentration of authority for most decisions is at the top level of an organization
Chain Of Command
Links all employees with successively higher levels of authority
Change Leader
Takes initiative in trying to change behavior of another person or within a social system
Changing
The phase when a planned change actually takes place
Clan Control
Influences behavior through norms and expectations set by the organizational culture
Co-Cultures
Members share similar beliefs and values based on their work
Concurrent Control
What happens during the work process
Control Equation
Need For Action = Desired Performance - Actual Performance
Controlling
Measuring performance and taking action to ensure desired results
Core Culture
Consists of core values, assumptions and beliefs that shape and guide people’s behaviors in an organziation
Core Valuesq
Beliefs and values shared by organization members
CPM/PERT
A combination of the critical path method and the program evaluation and review technique
Critical Path
Longest pathway in CPM/PERT network
Cross-Functional Teams
Bring together members from different functional departments
Customer Structure
Groups together people and jobs that serve the same customers or clients
Decentralization
The dispersion of authority to make decisions through all levels
Delegation
The process of distributing and entrusting work to others
Divisional Structure
Groups people together based on product, geography, customer type and process
Double-Bind Dilemma
Where female leaders get criticized when they act consistent with female subculture stereotypes and male stereotypes alike
Economic Order Quantity
Method that places new orders when inventory levels fall to predetermined points
Empowerment
Allowing others to make decisions and exercise discretion
Ethnocemntrism
Belief that one’s subculture is superior to all others
Feedback Control
Takes place after an action is completed
Feedforward Control
Occurs prior to work beginning
Flat Structure
Wide span of control and few hierarchical levels
Force-Coercion Strategy
Pursuing change through formal authority or punishments
Formal Structure
Official structure of the organization
Functional Chimney
Lack of communication, coordination, and problem solving across functions
Functional Structure
Groups people together with similar skills who perform similar tasks
Gantt Chart
Graphically displays the scheduling of tasks required to complete a project
Gender Subcultures
Form among persons who share gender identities and display common patterns of behavior
Generational Subcultures
Form among persons who work together and share similar ages
Geographical Structure
Groups people together that perform jobs in the same location
Glass Ceiling
An invisible barrier to advancement by women and minorities in organizations
Glass Closet
A self-imposed persona adopted LGBTQ persons in order to hide their identity
Implicit Bias
An embedded prejudice that people don’t recognize they have
Improvisational Change
Making continual adjustments as changes are being implemented
Income Statement
Shows profits or losses at one point in time
Incremental Change
Bending and then adjusting ways to improve performance
Informal Structure
Set of social networks found in unofficial relationships among the members of an organization
Input Standard
Measures work efforts that go into a performance task
Inventory Control
Ensures that inventory is only big enough to meet immediate needs
Just-In-Time Scheduling
Routes materials to workstations just in time for use
Leading Diversity
A leadership approach that creates an organizational culture that respects diversity and supports multiculturalism
Leaking Pipeline Problem
When otherwise qualified women and minorities drop out of upward career paths
Market Control
The influence of market competition on behavior of organizations
Matrix Structure
Combines functional and divisional approaches to create cross-functional teams
Mechanistic Design
Centralized, narrow span of control, many rules
Microagressions
Disrespectful, demeaning, and hurtful sexism and racism behaviors
Multocultural Organization
Organization that has core values that respect diversity
Multiculturalism
Inclusivness, pluralism, and respect for diversity
Network Structure
Uses information technologies to link with networks of outside suppliers and service contractors
Observable Culture
The way members behave, as well as stories, heroes, rituals and symbols
Occupational Subcultures
Form among persons who share the same skills and work responsibilities
Organic Design
Decentralized, wide span of control, fewer rules
Organization Chart
Describes arrangement of work positions within an organization
Organizational Structure
System of tasks, reporting relationships and communication linkages
Organizational Culture
System of shared beliefs and values that guide behavior in organizations
Organizing
Arranges, connects, and integrates people and resources to accomplish a common purpose
Output Standard
Measures performance results in terms of quantity, quality, cost, or time
Pareto Principle
States that 80% of consequences come from 20% of causes
Process Structure
Groups jobs that are part of same processes
Product Structure
Groups people together that are focused on a single product or service
Project Management
The responsibility for overall planning, supervision, and the control of projects
Task Force
Convened for a particular task and disband once that task is completed
Projects
One-time activities with many component tasks that must be completed in proper order and according to budget
Rational Persuasion Strategy
Pursues change through empirical data and rational argument
Refreezing
The phase at which change is stabilized
Self-Control
Internal control that occurs through self-management and self-discipline
Self-Enchancement Bias
The tendency to view oneself as more capable, intelligent, and ethical than others
Self-Managing Team
Members share roles and leadership responsibilities while working toward a common goal
Shared Power Strategy
Pursues change by participation in assessing change needs, values, and goals
Social Network Analysis
Identifies the informal structures and their embedded social relationships that are active in an organization
Socialization
The process through which new members learn the culture of an organization
Span Of Control
The number of subordinates directly reporting to a manager
Staff Positions
Provide technical expertise for other parts of the organization
Strategic Alliance
A cooperation agreement with another organization to jointly pursue activites of mutual interesr
Strong Organizational Cultures
Clear, well-defined, and widely shared among members
Structural Bias
Exists as organizational norms and practices that discourage or inhibit the advancement of women and minorities
Symbolic Leader
Someone whose words and actions consistently communicate core values
Tall Structure
Have narrow spans of control and many hierarchical levels
Team Structure
Permanent and temporary cross-functional teams are used to improve lateral relations
Top-Down Change
The change initiatives come from senior management
Transformational Change
Results in a major and comprehensive redirection of the organization
Unfreezing
The phase during which a situation is prepared for change
Value-Based Management
Actively develops, communicates, and enacts shared values
Virtual Structure
Uses powers of teams, technology and temporariness (3 T’s)
Work Process
A group of related tasks that collectively creates a valuable work product
Workplace Spirituality
Creates meaning and shared community among organizational members
