Neglect, exit, voice, and loyalty are types of _____. responses to unfavorable conditions organizational strategies communication methods leadership styles

responses to unfavorable conditions

Understanding Organizational Concepts and Decision-Making Processes Flashcards

The values and assumptions shared within an organization that provide direction toward the right way of doing things are known as the company's _____.

The code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong is called _____.

Beliefs and values that guide moral development and form an individual's ethical framework are referred to as _____.

Rituals, ceremonies, stories, heroes, language, slogans, symbols, founder, and history are elements of _____.

Structure, policies, rules, code of ethics, reward system selection, and training are components of _____.

Government regulations, customers, special interest groups, and global market forces are examples of _____.

To create and sustain a culture that emphasizes the importance of ethics, _____ must be committed to values.

An ethics committee, chief ethics officer, ethics hotline, whistleblower protection, code of ethics, and training programs are part of _____.

Neglect, exit, voice, and loyalty are types of _____.

Employees, top management, and shareholders are considered _____.

Management acts as role models, rewards desired behavior, and uses performance management, recruitment, and training to align _____.

The rational approach and bounded rationality approach are methods of _____.

Management science approach, Carnegie model, incremental, and garbage can model are types of _____.

The ideal method for how managers should make decisions is known as the _____.

The perspective on how decisions are made under severe time and resource constraints is called the _____.

Monitoring the decision environment, defining the decision problem, specifying decision objectives, diagnosing the problem, developing alternative solutions, evaluating, choosing, and implementing are steps in the _____.

Level of agreement, shared perspective, cooperation, or support are aspects of _____.

Personal desire for prestige, success, decision style, and the desire to satisfy emotional needs are examples of _____.

Decisions that are novel and poorly defined, requiring information search, collaboration, and experimentation, are known as _____.

Decisions that are repetitive and well-defined, following rules and standard operating procedures, are called _____.

The approach that uses statistics, removes the human element, and is successful for military problems when variables can be identified and measured is the _____.

Knowledge that can be written down is referred to as _____.

Knowledge that we may not even know we possess, including the knowledge of context and background, is called _____.

Organizational decision making that involves many managers making a final choice based on a coalition among those managers is known as the _____.

Uncertainty, conflict, coalition formation, search, and satisfying decision behavior are parts of the _____.

Identification phase, development phase, selection phase, and dynamic factors are phases of the _____.

When problem identification is uncertain, the Carnegie model and political and social processes are needed to build a coalition, seek argument, and resolve conflict. When a solution is uncertain, the incremental process applies, using a trial-and-error process to solve in little steps. This is known as _____.

A model of decision making where problems, solutions, participants, and choices flow throughout an organization, and the decision process is not viewed as a sequence of steps that begins with a problem and ends with a solution, is called the _____.

In the garbage can model, solutions may be proposed for nonexistent problems, solutions arise without choice opportunities or participants, choices are made without solving problems, and few problems are solved. These are known as _____.

Problem consensus and solution knowledge, whether certain or uncertain, are part of the _____.

In a contingency framework, when both problem consensus and solution knowledge are certain, the individual uses a rational approach and computation, while the organization uses _____.

In a contingency framework, when problem consensus is certain but solution knowledge is uncertain, the individual uses judgment and trial and error, while the organization uses the _____.

In a contingency framework, when problem consensus is uncertain but solution knowledge is certain, the individual uses bargaining and coalition formation, while the organization uses the _____.

In a contingency framework, when both problem consensus and solution knowledge are uncertain, the individual uses bargaining and judgment, inspiration and imitation, while the organization evolves from the Carnegie and incremental decision process models to the _____.

Technological change, international economic integration, maturation of markets in developed countries, and the fall of communist and socialist regimes are examples of _____.

More domestic competition, increased speed, and international competition are considered _____.

Bigger markets, fewer barriers, and more international markets are seen as _____.

Structure, strategic, culture, quality programs, mergers, new technologies, and products/processes are examples of _____.

Continual progression that affects organizational parts through normal structure and management processes, including technology and product improvements, is known as _____.

The transformation of an entire organization, creating new structure and management, breakthrough technology, and new products that create new markets, is referred to as _____.

Product and service changes, strategy and structure changes, culture changes, and technology changes are types of _____.

New ways of working, changes in production process, operations, and more efficient production, facilitated by an ambidextrous organization, are types of change related to _____.

Change in outputs, such as new product lines, facilitated by a horizontal coordination model, is a type of change related to _____.

Administrative changes, such as changes in structure, policies, and rewards, facilitated by mechanistic organizational design, are types of change related to _____.

Changes in values, attitudes, and behaviors, facilitated by organization development interventions, are types of change related to _____.

The conundrum where conditions that promote new ideas are not the best for implementing the ideas, and the challenge of achieving both innovation and efficiency, is solved by an _____.

The challenge of creating a successful product requires understanding customer needs, paying attention to marketing, and top management support. The solution involves a boundary-spanning marketing department that communicates with the R&D and production departments, overseen by a manager. This is an example of _____.

Specialization, boundary spanning, and horizontal coordination are components of the _____.

When organizations want to change strategy, structure, goals, or policies, the challenge is getting everyone on board for these big changes. The solution involves using hierarchy, centralized decision making, formalization, and vertical communication of a mechanistic organizational design. This is known as _____.

The dual core approach to organizational change involves a top-down strategy in the administrative core and a bottom-up approach in the technical core, focusing on production techniques, workflow, and ideas. This is known as _____.

The challenge of modifying the beliefs, values, and behaviors of a group of people can be addressed through organizational development initiatives, behavior modification, and leveraging HR systems. This process is known as _____.

Excessive focus on cost, failure to perceive benefits, lack of coordination and cooperation, uncertainty avoidance, and fear of loss (power, status, position) are examples of _____.

Establishing a sense of urgency, forming a coalition to guide change, creating a vision/strategy for change, finding an idea that fits the need, and developing plans to overcome resistance to change are steps in _____.

In a disparate view, business takes priority, society and nature are considered if they align with business interests, and environmental scanning perceives a narrow range of issues. This perspective is known as _____.

In an intertwined view, business, society, and nature are equally important and interconnected, with multiple connected and conflicting issues, and environmental scanning attends to a broad variety of issues. This perspective is known as _____.

In an embedded view, nature takes priority, followed by society, with business last. Business is nested within society, which is nested within nature, and environmental scanning attends to a broad variety of issues. This perspective is known as _____.

Organizations owned and operated by and for members, democratically controlled with one-member, one-vote, regardless of business done with or investment in the co-op, are known as _____.

Voluntary and open membership, democratic member control, member economic participation, autonomy and independence, education, training and information, cooperation among co-ops, and concern for community are principles of _____.

The application of entrepreneurial business skills to create an enterprise whose primary purpose is to solve social and environmental problems is called a _____.

Organizations that promote more public benefits and place success in achieving social purposes on par with financial results are known as _____.

Management's efforts to make choices and take actions that contribute to the welfare and interest of all organizational stakeholders is referred to as _____.

Engaging employees, engaging outside stakeholders, and engaging a system of accountability that includes metrics and rewards are key to the successful implementation of _____.

Economies of scale, global reach, vertical hierarchy, mechanistic structure, complex and stable market, and employee longevity are characteristics of _____.

Responsive, flexible, regional reach, flat structure, and niche finding are characteristics of _____.

A big/small hybrid that combines the resources of a large organization with the simplicity and flexibility of a small one is considered the _____.

The entrepreneurial stage, collectivity stage, formalization stage, and elaboration stage are phases of the _____.

A nonbureaucratic, informal organization with a single product/service and a survival goal, characterized by individualism, is in the _____.

A pre-bureaucratic, mostly informal organization with a major product or service and a goal of growth, characterized by charisma, is in the _____.

A bureaucratic organization with formal procedures, a line of products, an impersonal approach, and a goal of stability and expansion, characterized by delegation with control, is in the _____.

A very bureaucratic organization with teamwork, multiple product or service lines, extensive systems, and a goal of reputation, characterized by a team approach, is in the _____.

Rules and procedures, specialization and division of labor, hierarchy of authority, technically qualified personnel, separate position from holder, and written communications and records are characteristics of _____.

Balancing mechanistic and organic processes, having the right amount of bureaucracy, and designing scalable processes are key to _____.

Adaptability or clan culture (flexibility), mission, and bureaucracy (top-down change) are elements of _____.

Blinded, inaction, faulty action, crisis, and dissolution are stages of _____.

Increasing size and lowering cost are aspects of _____.

The number and variety of products, services, markets, and countries are aspects of _____.

Lower cost resources and reduced government restrictions are factors of _____.

A domestically oriented organization with initial foreign involvement, a domestic structure plus export department, and a moderate mostly domestic focus is in the _____.

An export-oriented organization with competitive positioning, a domestic structure plus international division, and a large multi-domestic focus is in the _____.

A multinational organization with an explosion of worldwide geographic product and a very large multinational focus is in the _____.

A global organization with a matrix, transnational structure, and a whole world focus is in the _____.

A separate entity created with two or more active firms as sponsors is known as a _____.

Groups of independent companies that join together to share skills, resources, and access to one another's markets are called _____.

High forces for global integration and low forces for national responsiveness characterize the _____.

Low forces for global integration and low forces for national responsiveness characterize the _____.

High forces for global integration and high forces for national responsiveness characterize the _____.

Low forces for global integration and high forces for national responsiveness characterize the _____.

Assets dispersed worldwide, a flexible corporate structure, subsidiary managers initiating strategy that gets adopted at the top corporate level, and coordination achieved primarily through organizational culture are characteristics of _____.

Increased complexity and differentiation, the need for integration, and knowledge transfer are challenges of _____.

Low power distance, high tolerance for unstructured situations, and cultural patterns such as deal-focused versus relationship-focused, informal versus formal, rigid versus fluid time, and expressive versus reserved are aspects of _____.

Centralized coordination in Japanese companies, European firms' decentralized approach, and North America's coordination and control through formalization are examples of _____.

Suspicion, limited information, legal resolution, and short-term contracts are characteristics of _____.

Trust, high commitment, fair dealing, linkages to share key information, and long-term contracts are characteristics of _____.

Changing technology and new regulations present organizations with international competition, and organizations are involved in complex networks. This indicates that _____.

Sharing risks, innovation, problem solving, performance, entering global markets, and providing a safety net are reasons for _____.

Organizations are open systems dependent on environment/resources, and control over resources minimizes dependence, reducing environmental uncertainty. Organizations can team up to share scarce resources and create formal relationships. This concept is known as _____.

The concept that organizations strive for legitimacy by trying to meet perceived expectations from the environment is known as _____.

The focus on diversity and adaptation within a population of organizations is referred to as _____.

Technology, structure, products, goals, and personnel are components of an _____.

The domain of unique and environmental resources and needs is referred to as an _____.

Understanding Organizational Concepts and Decision-Making Processes

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